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From YouTube: All-Remote Group Conversation (Public Stream)
Description
All-Remote GitLab Group Conversation (recorded 2020-11-09)
All-Remote Corporate Marketing Handbook: https://about.gitlab.com/handbook/marketing/corporate-marketing/all-remote/
Coursera course on managing a remote team: https://www.coursera.org/learn/remote-team-management
GitLab Remote Playbook and learning track: https://learn.gitlab.com/suddenlyremote
GitLab for Remote Teams demo: https://about.gitlab.com/solutions/gitlab-for-remote/
A
A
C
A
Love
the
question
yes
and
yes,
and
maybe
there's
a
third
yes
in
there,
so
we
would
absolutely
love
for
gitlab
team
members
to
take
the
course.
It
is
totally
free
to
complete
for
everyone
in
the
world.
At
the
very
end,
you
can
pay
for
a
certificate
to
share
on
social
that
you
completed
it
and
to
address
the
question
of
can
get
lab
team
members
receive
this.
Yes,
you
can
I've
linked
a
handbook
page
in
the
agenda,
doc
on
work,
related
online
courses
and
professional
development
certifications.
B
Yeah
I'll
just
add
that
the
course
was
developed
based
on
our
handbook,
it's
drawn
from
the
gitlab
handbook
and
it's
also
drawn
from
the
immense
library
of
content
that
darren
has
developed
and
it's
led
by
several
people
from
the
get
lab
team.
So
we
tried
to
pull
in
a
cross-functional
group
representing
different
teams,
so
you'll
find
familiar
faces.
There
you'll
find
familiar
information
there,
but
it's
a
great
sort
of
collection
of
information.
It
distills
things
down
to
the
essential
concept.
A
Yeah-
and
I
would
say
if,
if
you
dove
into
any
of
the
all
remote
pages-
and
you
find
it
overwhelming
you
like
it
more
structured,
this
is
a
great
way
to
see
some
of
that
same
content,
but
with
additional
video
and
a
more
structured
process.
The
other
useful
part
for
get
lab
team
members.
Taking
this
course
is
that
if
you
have
sales
conversations
or
just
peer
group
conversations
where
they
are
thinking
about
transitioning
to
remote
or
want
to
learn
more
about
remote,
it's
a
lot
easier
to
recommend
and
support
the
course.
A
D
Hey
thanks,
darren
and
jessica.
My
question
is
on
slide
six
on
the
first
bullet.
You
show
some
amazing
results,
hundreds
of
millions
of
impressions
in
a
few
different
months
this
year,
just
curious.
What
was
the
primary
driver
of
those
impressions?
How
were
you
able
to
generate
such
great
results
for
the
forget
lab.
A
Yeah
so
I'll,
let
jessica
take
a
swing
at
this.
My
my
answer
is,
I
think
it's
it's
twofold.
One
was
being
ready
before
we
needed
to
be,
and
the
second
was
the
covid
fueled
explosion
of
interest
in
remote
work,
so
I'll
touch
a
bit
on
the
first
part.
So
when
I
joined
git
lab
one
of
the
visions
I
had
was
to
document
formalize
and
add
toxon
and
taxonomy
to
all
of
the
great
information
around
the
processes
and
workflows
that
get
lab
maintained
and
put
forth.
A
When
I
joined
the
company,
I
saw
how
work
was
happening
and
how
informal
communication
was
happening
and
as
a
remote
work
veteran
I've
worked
in
hybrid
spaces
for
over
15
years.
It
was
completely
mind-blowing
to
me,
so
I
wanted
to
document
that
as
fast
as
possible,
and
so
the
strategy
was
build.
It
out,
build
it
out
document
document
and
then,
when
covet
happened
turned
out.
We
were
ready
to
mobilize
on
that.
We
were
able
to
get
a
team
together
to
build
the
remote
playbook,
incredible
cross-functional
effort
to
take
the
content.
A
That
was
there
and
then
put
it
in
in
ebook
format,
which
has
been
downloaded.
I
want
to
say
over
70
000
times.
Jessica
may
have
more
up-to-date
numbers
on
that,
but
we
were
ready
for
that
and
obviously
covet
helped
accelerate
the
tailwinds
that
were
already
happening
when
covet
happened.
Tens
of
millions
of
people
overnight
needed
to
know
how
to
work
well
remotely
and,
as
the
months
have
dragged
on
people
have
realized
that
you
can't
just
trudge
through
this
you're,
going
to
need
some
actual
advice,
but
also
that
there's
opportunity.
A
A
This
just
enables
us
to
to
pause
without
criticism
and
truly
put
effort
into
building
remote
infrastructure
and
remote
fluency.
So
we
had
the
information
there.
People
go
searching
for
it,
they
find
it
here.
We
have
a
great
reputation
as
being
a
pioneer
in
remote
work,
and
all
of
that
has
contributed
to
it.
B
Yeah
I'll
only
add
to
that
that
we
definitely
saw
this
big
rush
of
traffic
right
around
the
time
that
everything
sort
of
changed
for
everyone,
but
some
of
that
traffic
has
been
sustained.
Although
it's
it's
lowered
a
bit,
it's
still
been.
It's
at.
You
know
leveling
out
at
a
much
higher
level
than
it
was
previously,
and
I
I
just
want
to
underline
the
value
of
the
preparation
that
was
done.
B
I
think
sid
and
darren,
and
many
people
at
gitlab
really
saw
the
value
of
developing
this
thought
leadership
in
remote
work
and
really
putting
the
content
together.
So
it
was
an
investment,
that's
paid
off
and
then
also
you
know,
our
communications
team
has
done
an
amazing
job
of
getting
the
press,
making
sure
that
everything
was
being
really
effective.
So
super
cross-functional,
as
well
as
just
the
amount
of
work
that
was
put
in
by
darren
and
sid
and
others
to
make
sure
that
the
content
was
ready
whenever
the
lightning
would
strike.
D
Cool
and
like
where
were
those
impressions
coming
from
like
were
those
mostly
people
visiting
like
the
website
or
people
visiting
articles
I
know
darren.
It
seemed
like
you
had
like
45
interviews
a
day
at
some
point
where
those
you
know
articles
that
what
was
it
forbes
did
that
great
piece
on
us,
like
you
know,
is
it
bigger
chunks
coming
out
of
those
media
opportunities,
or
is
it
just
kind
of
sustained
traffic
through
social
and
and
the
website.
A
Yeah
great
question:
the
bulk
of
it
came
from
impressions
through
media
interviews,
but
I
will
say
we
saw
a
430
year-over-year
increase
to
all
remote
pages
that
are
that
live
within
about.getlab.com,
so
people
are
coming
there.
What
we're
seeing
is
the
top
of
funnel
becomes
the
media
article,
the
forbes,
the
fortune,
the
tech
crunch
people
see
that
they're
invested
in
it.
There
may
be
a
link
or
two
that
the
editor
puts
in
there.
That
then
links
over
to
a
specific
part
of
the
handbook.
The
person
then
takes
the
user
journey
of
clicking
on
that
link.
A
They
end
up
in
our
handbook
and
then,
as
you
all
know,
the
rabbit
hall
just
never
ends.
I've
received
so
many
messages
that
people
found
us
through
some
media
article
and
then
the
next
week
of
their
life
disappeared
as
they
were
just
clicking
around
and
reading
and
ingesting
all
of
that
so
I'll
double
click
on
jessica's
kudos
to
the
comms
team.
A
They
were
able
to
mobilize
and
reach
out
all
over
the
world
to
help
us
tell
our
story
to
members
of
the
press
and
members
of
the
media
who,
for
a
very
long
time
either
did
not
know
of
git
lab
at
all
or
only
knew
about
get
lab
from
what
we
did
in
the
devops
space.
They
didn't
understand
or
know
what
we
were
pioneering
in
the
future
of
work.
So
we've
been
able
to
open
our
story
up
to
an
entirely
new
audience,
a
much
more
mainstream
audience.
A
More
recently,
a
coursera
has
been
a
fascinating
experiment
where
a
lot
of
people
are
finding
us
by
way
of
coursera.
So
we've
we've
stood
up
an
avenue
for
them
to
essentially
google,
for
how
do
you
lead
and
manage
a
remote
team?
They
end
up
on
coursera
and
then
they
find
git
lab.
So
we
are
being
strategic
about
putting
our
message
out
in
as
many
places
as
possible
to
capture
the
audience
wherever
they
end
up
searching.
A
D
A
C
That's
okay!
I
can
verbalize
straight
away,
so
one
of
the
biggest
points
in
the
remote
playbook
I've
seen
is
forced
work
from
home.
Isn't
remote
work?
It's
like
one
of
the
top
points.
This
is
something
that
comes
up
time
and
time
again
with
like
friends,
customers,
various
different
people,
talking
about
hey
they're,
doing
remote
now,
and
it
turns
out
they're
doing
remote
because
they're
forced
forced
remote,
if
you've
got
any
tips
kind
of
highlighting.
Why
that's
different?
Why
that
doesn't
work?
Why
it's
not
the
same.
A
A
You
don't
get
any
of
the
other
benefits
of
true
remote
work
in
quarantined,
work
from
home
and
that
usually
gets
people
thinking
and
they
realize
you
know.
I
have
had
more
time
not
commuting,
but
you're
right.
All
of
the
other
benefits
aren't
there
the
autonomy,
the
freedom
and
flexibility
to
go
work
from
your
favorite
coffee
shop
or
change,
coffee
shops,
four
or
five
times
a
day,
the
ability
to
work,
a
non-linear
workday
and
intersect
outings
and
meetings
with
peers
and
neighbors
and
community
members.
A
In
the
middle
of
your
day,
it's
really
difficult
to
do
that
right
now.
So,
when
you
start
dissecting
people's
days
and
ask
them,
are
you
still
able
to
live
the
life
you
want
to
live?
Usually
the
answer
is
no
and
and
part
of
the
challenge.
Right
now
is
just
getting
people
to
forecast
beyond
the
middle,
so
there
are
beginnings
and
ends
in
life
and
we're
very
much
in
the
middle
of
something.
But
this
middle
is
so
long
and
so
protracted
and
so
all-consuming
that
it's
very
hard
to
get
people
to
forecast
beyond
it.
A
B
Yeah,
I
think,
just
to
add
to
that
from
a
people
and
management
perspective,
the
people
who
would
have
loved
to
set
up
a
good
remote
transition
didn't
have
the
time
and
the
ability
to
do
so.
So
you
know
we
get
a
lot
of
questions
like
what
do
our
team
members
need
to
be
able
to
do
their
job
and
it's
like?
Well,
you
know
you
need
to
set
up
an
ergonomic
workspace.
You
need
to
make
sure
they
have
an
internet
connection.
B
All
of
those
questions
would
have
been
answered
over
time
if
people
had
had
time
to
put
in
together
a
remote
transition
strategy,
and
they
really
didn't.
So.
I
think,
though,
you
know
the
team
members
are
hurting,
partly
because
their
leadership
and
management
just
didn't
have
time
to
really
set
things
up
correctly
for
a
good
transition,
and
I
think
that's
been
a
big
challenge
as
well.
A
E
You
all
do
such
a
great
job,
darren
and
jessica
with
all
remote.
It's
the
work
is
phenomenal,
but
just
a
quick
question
of
what
would
you
say,
you're
looking
forward
to
coming
to
the
new
year
with
you
know,
covet
still
happening
as
it
relates
to
all
remote
like
how
you
you
know.
What's
your
approach
to
that
and
navigating
it.
A
I'll
answer
that
my
excitement
comes
from.
Hopefully
we
will
have
been
in
this
long
enough
for
people
to
truly
have
time
to
pause
and
re-optimize
their
life
for
remote
work.
I
think
by
next
year,
a
lot
of
people
that
had
long-term
leases
in
homes,
maybe
really
small
apartments
and
large
cities
that
lease
will
run
out
and
they'll
be
able
to
ask
themselves.
Do
I
want
to
do
anything
differently?
A
Do
I
want
to
optimize
my
life
for
better
air
quality,
better
access
to
nature,
access
to
my
parents
or
a
special
cool,
a
school
that
could
provide
a
certain
education
to
my
children,
anything
other
than
a
commutable
distance
to
an
office?
That's
what
I'm
really
excited
about.
I
think
that's.
What's
going
to
be
the
the
driving
storyline
on
this
going
forward,
the
second
and
third
order
effects.
A
We've
almost
reached
saturation
with
the
101
level.
Conversations
on
remote
work
can
people
still
be
productive.
Those
types
of
things
important
conversations,
but
hopefully
we're
kind
of
nearing
the
end
on
those
what's
really
going
to
be
impactful
is
what
happens
when
a
significant
amount
of
people
start
doing
things
drastically
differently,
and
you
see
people
able
to
engage
and
mobilize
and
change
their
communities
and
societies
largely
because
they're
just
able
to
be
in
a
different
place.
A
B
Yeah,
I
think
for
me
personally.
What
really
has
invigorated
me
about
working
with
a
fully
remote
team
is
the
global
aspect
of
it
being
exposed
to
people
outside
of
my
direct
realm
of
experience
and
getting
to
know
people
and
getting
to
understand
their
cultures
and
learning
so
many
things
that
I
could
not
have
possibly
learned
without
exposure
to
a
truly
global
group.
But
I
I
just
look
forward
to
more
and
more
people.
B
Having
that
experience,
I
think
that
on
a
very
massive
scale,
I
think
that
there
are
going
to
be
global
changes
in
our
culture
that
we
can
look
forward
to,
and
I
think
most
of
them
may
be
positive,
but
I'm
excited
to
find
out.
So
for
me,
that's
that's
truly
truly
thrilling,
and
I
can't
wait
for
this
shift
to
come.
B
E
F
Yes,
thank
you.
So
I've
read
through
the
remote
handbook
and
I
I
really
appreciate
the
the
tool
stack
section
and
encouraging
you
know
companies
to
start
simple,
but
I'm
really
curious
about
when
you're
speaking
with
companies
and
you
talk
about
our
operating
model,
obviously
for
remote
work.
A
big
piece
of
that
is
the
handbook
right
and
the
fact
that
we
use
git
and
devops
to
create
the
handbook
and
maintain
it
and
make
it
scalable
and
so
efficient
and
fast,
and
so
I'm
curious.
A
Yeah
great
question:
for
me:
I
always
dive
into
how
fortunate
we
are
to
use
git
lab
to
build
git
lab,
get
lab.
The
people
use
git
lab
the
product,
which
is
awesome.
I
definitely
dive
into
the
handbook
first
approach.
Part
of
this
is
just
wrapping
people's
heads
around
that
approach
before
we
even
get
into
tooling.
So
the
first
battle
is
just
wrapping.
Your
head
around.
You
have
to
document
a
lot
of
things.
The
good
news
is,
most
people
have
been
in
this
remote
transition
long
enough
to
now
understand.
A
Life
does
get
easier
when
we
write
things
down
and
it's
basically
impossible
to
operate
long
term
when
we
don't
so
they're
acquiescing
a
bit
on
that
front
specific
to
gitlab.
Some
teams
are
more
amenable
to
hearing
that
than
others.
Generally,
the
more
tech
focused
companies
they
kind
of
get
it.
They
understand
the
concept
of
a
merge
request
and
push
and
pull,
and
they
understand
that
it
can
be
done
well.
There
was
recently
one
company
we
spoke
with
that.
Their
own
takeaway
from
this
was
whoa.
A
Gitlab
uses
the
git
approach
to
actually
build
the
culture
of
their
company
and
then
that
got
woven
into
a
case
study,
I
think,
within
a
university,
but
I
thought
that
was
pretty
cool
because
I
didn't
say
it
that
way,
but
that's
what
the
the
takeaway
was
on
the
lift
front.
I
am
conveying
that
it
is
significant.
I
mean
look.
I
think
a
lot
of
companies
are
going
to
hire
a
head
of
remote
or
something
similar,
because
it's
a
big
lift,
especially
if
you're
starting
from
nothing
and
you're
trying
to
keep
the
company
going.
A
It's
not
like
you
can
just
pause
the
entire
company.
While
you
build
this
infrastructure
and
I'm
seeing
a
lot
of
companies
do
that
the
job
description
for
each
head
of
remote
is
a
little
different,
depending
on
the
expertise
that
already
exists
in-house
some
people
are
focusing
more
on
the
comms
aspect.
Some
people
focusing
more
on
the
people
management
aspect,
but
it's
a
it's.
A
big
lift
and
people
understand
that
it's
a
big
lift
and
I'm
always
looking
for
ways
to
integrate
gitlab
the
product
into
that
conversation,
more
jessica.
B
Sorry
I
lost
my
mute
button.
I
don't
have
a
lot
to
add
on
that.
I
think
darin
said
it
pretty
well.
The
conversation
is
generally
focused
on
the
need
to
have
a
handbook,
and
I
think,
for
people
outside
the
open
source
space
and
without
a
strong
understanding
of
git
and
devops.
It's
difficult
to
then
make
that
leap
into
using
git
or
gitlab
for
the
handbook.
So
I
think,
there's
a
long
road
to
travel
there
and
it's
also
a
question
of
having
people
understand
the
amount
of
lift
that
will
be
required
to
have
a
handbook.
B
The
I
think
that
the
point
to
really
get
across
when
they
get
to
that
point
and
they
start
to
realize
how
how
big
a
project
it
is
to
build
and
maintain
a
handbook
is
to
say
the
best
way
to
maintain
your
handbook
is
to
democratize
it
and
to
make
sure
that
everyone
is
updating
it
continually.
So
it's
not
on
one
person
or
one
team's
shoulders.
A
That's
a
great
point,
and
it
also
allows
us
to
share
some
of
the
the
ways
that
gitlab
works
in
in
the
vein
of
the
handbook,
I
will
say
the
handbook
static
site,
editor
team
has
been
doing
amazing
work
in
making
it
easier,
for
quote,
unquote
non-technical
users
to
see
the
product
as
something
that
is
less
a
piece
of
software
and
more
of
facilitation
of
documentation,
and
I
do
love
the
trajectory
that
that
is,
I
don't
know.
Maybe
gitlab
becomes
a
handbook
tool
like
a
defective
book
tool
down
the
road.
F
F
It's
called
course
work
as
code
or
sorry
courseware
as
code,
and
the
idea
basically
is
that
all
learning
material
is
treated
very
similar
to
a
handbook
with
get
as
the
basis
for
creating
courseware
and
contributing
to
it
and
building
it
etc,
and
I'm
trying
to
see
where
we
can
take
that
and
one
of
the
barriers,
obviously
is
understanding
get
and
how
many
hours
it
takes
to
maintain
it
and
people,
and
I
mean
we
have
our
handbook
channel.
We
have
people
dedicated
to
the
handbook.
F
So
that's
something
I'm
trying
to
get
a
sense
of
is
what
you
know.
What
is
how
do
we
measure
that
lift
of
of
the
the
you
know
resources
required?
So
I
don't
know
if
we
have
that
in
our
handbook.
I
don't
know
if
we
have
in
our
handbook
how
much
it
takes
to
keep
the
handbook
up
to
date.
But
if
anyone
knows
that,
I
would
appreciate
a
link.
A
A
G
Yeah,
I
think
you
already
answered
this
question,
but
great
job,
jessica
and
darren.
You
all
have
been
doing
a
lot
of
great
work,
but
I
was
just
curious.
You
know
what
what
trends
do
you
see
in
the
all
remote
space
that
will
continue
through
fy21?
You
know
the
pandemics
raging
on
this
thing's,
not
gonna.
Let
up
any
any
big
trends
that
you've
spotted
or
anything
surprising
to
highlight.
A
Yeah,
I
think
I
kind
of
answered
that
up
earlier,
but
jessica
did
make
me
remember
that
I
should
say
I
do
think
we'll
see
the
democratization
of
remote
continue
to
surge.
I
think
one
of
the
big
takeaways
coming
out
of
this
is
it
will
empower
people
who
are
people
that
need
the
flexibility.
The
most
were
the
least
likely
to
go
into
a
job
interview
and
say:
hey.
What's
your
stance
on
workplace
flexibility,
my
hope
is
that
going
forward
these
people
will
be
empowered
to
do
that
and
it
will
help
the
people
that
really
need
it.
A
H
H
H
You
know,
I
know
we
talk
about
how
to
work
remotely
and
do
it
effectively
and
all
these
things,
but
are
we
sort
of
tying
that
to
the
product
in
any
way
to
help
people
looking
to
go
remote
to
see
get
lab
as
a
tool
to
help
them
do
that?
What
are
your
thoughts
there
and
are
there
any
roadblocks
with
you
know
us
you
know
being
developer.
You
know
focused
initially
and
sort
of
everything
I
just
wanted
to
get
your
thoughts.
A
We
did
stand
up
a
solutions,
page
and
video
which
I'll
link,
which
is
awesome,
and
we
definitely
weave
this
conversation
in
but
I'll,
say
anecdotally.
The
feedback
I
usually
get
is
people
are
a
bit
hesitant
if
they
aren't,
especially
if
they're,
not
in
a
software
dev
type
of
environment
they're
a
bit
hesitant
to
just
dive
into
something
that
has
been
branded
and
marketed
as
a
devops
tool.
To
do
something
like
that,
it's
not
a
people
management
tool,
so
it
just
strikes
them
a
bit
weird.
A
So
we
would
need
to
do
some
more
awareness
on
that.
If
we
really
wanted
to
dive
in
that
and
make
it
something
that
we
pointed
out
as
a
specific
attribute
of
the
product
right
now,
a
lot
of
it
is
it
just
works
really
well
because
we're
a
remote
team
and
we
have
to
build
a
tool
that
works
really
well,
but
we
do
have
a
solutions
page,
and
I
will
link
that-
and
I
do
think,
there's
massive
opportunity
to
amplify
this
going
forward.
A
We
are
supporting
sales
conversations
much
more
than
we
ever
have
before,
where
companies
are
interested
in
gitlab,
but
also
interested
in
remote
or
they're,
using
some
stages
of
git
lab,
but
they
want
to
know
how
we
use
it
in
our
remote
team,
potentially
to
use
it
more
and
differently.
So
we
are
seeing
those
conversations
happen
and
support
them
as
much
as
we
can.
I
A
Yeah
great
point:
we're
working
closely
with
natasha
and
the
corp
comms
department
to
build
story
lines
across
the
org
actually
including
remote
work
for
fy
21,
and
we're
going
to
proactively
reach
out
to
trusted
media
and
partners
and
start
to
lay
the
groundwork
there
for
messaging
going
forward.
We
have
to
get
ahead
of
it,
it
is
coming
and
I
think
also
we
can
try
to
continue
to
support
sales
conversations,
the
more
that
we
can
help
companies
do
this
right.
A
A
I
I
dig
that
I
don't
think
this
would
be
the
first
gc
where
a
site
has
come
out
of
this,
I
feel
like
michael
has
launched.
Everyone
can
contribute
from
something
similar,
so
we
can
try
to
keep
that
going
awesome.
I
think
we're
at
time
this
was
phenomenal.
I
do
see
that
we
have
additional
questions
in
the
agenda
I'll
go
in
there
and
answer
those
async,
and
I
will
put
the
gitlab
solutions
page
as
well
that
I
just
mentioned
to
jerick.