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A
Schooling
just
kicked
off
this
week
so
like
the
five-year-old
has
daily
classes
and
these
sort
of
hilarious
remote
calls
with
all
of
her
little
five-year-old
friends
and
I,
hear
the
preschool
teacher.
You
know
saying
that
things
like
here
at
work
like
hey:
can
everybody
meet
their
mics?
Can
you
can
you
get
your
parents
to
mute
your
mics
for
you,
you
know,
and
it's
like
goes.
We
struggle
that
with
adults
at
work,
how
are
they
throughout
twenty
five
five
year
olds
to
do
get
life
style
meetings?
A
It's
really
funny
to
overhear,
so
she's
she's
busy
with
that
and
she
likes
doing
art
and
stuff
in
her
spare
time.
So
like
drawing
and
things
like.
That's
that's
easy
to
do
inside
the
three-year-olds.
You
know
they're
a
little
bit
trickier
to
deal
with,
so
she
she
loves
to
like
dress
up
and
stuff
like
that,
and
she
likes
to
do
whatever
her
sister
is
doing,
but
that
can
lead
to
conflict
and
things
like
that
she's
watched
frozen
to
like
a
million
times.
A
Should
you
do
it
with
degree?
And
so
that's
allowed
us
as
a
family
to
absorb
the
impact
of
this
I.
Think
I
think
more
than
a
lot
of
other
other
families
are
to
do,
which
were
grateful
for
and
of
course,
give
at
work
provides
a
ton.
Flexibility
for
me
to
you
know,
do
a
high-stakes
meeting
and
then
go
out
and
change
a
diaper
and
go
into
another
high-stakes
meeting
and
then
go
out
and
give
someone
a
juice
box
and
then
I'm
really
grateful
for
that
flexible
lifestyle
Chantelle.
You
want
to
vocalize
number
two
sure.
B
Thank
you,
and
so
parole
and
I
were
talking
about
creating
a
website
for
people
who
would
like
to
volunteer
to
kind
of
organize
it
a
little
bit
better
and
maybe
do
even
like
group.
Volunteering
activities
and
I
have
a
volunteer.
Who
is
not
a
get
labret
and
so
I
just
wanted
to
know?
Is
there
any
there
any
sort
of
like
requirements
or
restrictions?
If
someone
wants
to
make
like
this
site
as
sort
of
their
own
volunteer
type
project,
someone
who's,
not
I,
get
lager
yeah.
A
I,
don't
think
there
should
be
any
restrictions,
and-
and
sometimes
this
is
a
good
opportunity-
experiment
like
we
do
a
little
bit
ago
at
Gill,
lab
there's
a
static
site,
generator
alt.
You
know
that
might
be
an
interesting
one
to
try,
whereas
we
use
middleman
for
our
handbook
site
and
so
might
be
good
idea
to
try
something
new
and
who
knows?
Maybe,
if
it's
successful,
it's
something
we
end
up
using
more
internally.
A
So
we
have
standards
like
on
the
the
open
source
project
where
it's
it's
mostly
a
rails
project,
like
I
said
we
have
some
go,
there's
a
JavaScript,
particularly
written
the
view
framework
on
the
front-end
and
then
I
think
we're
about
to
add
our
fourth
language.
It'll
be
containerized.
We
went
in
one
corner
of
the
application,
security
scanner
and
so
we're
very
deliberate
about
taking
on
languages
like
that,
but
for
things
that
are
more
for
the
company
related,
the
handbook
I
think
it
should
kind
of
be.
A
You
know
whatever,
especially
someone
outside
the
company
is
kind
of
donating
their
passion
and
their
free
time.
We
should
have
you
know
very,
very
few
restrictions
on
those
sorts
of
things.
As
long
as
it
can
be,
kind
of
you
know
maintained
if
it's
successful,
if
want
to
keep
around
for
a
few
years,
just
make
sure
you've
got
a
couple.
People
that
are
comfortable
for
the
codebase
and
can
can
open
a
bob
awesome.
C
Thanks
I
wanted
to
just
ask
a
question:
if
we
thought
about
asking
team
members
to
update
their
bamboo
secondary
contact
information
or
make
sure
that
it's
still
relatively
current
I
know
that
we're
thinking
about
planning
in
terms
of
engineering
managers
and
having
backups
but
for
the
individual,
ICS
or
team
members
I
think
that
they
might
need
an
extra
reminder
to
do
this.
Yeah.
A
That's
that's
a
good
one.
I
think
that
applies
more
broadly
than
just
it's
just
engineering.
So
maybe
we've
asked
our
people
up
scroop
to
do
that
kind
of
broadly
across
the
company.
I
know
they're
doing
other
things
like
they
are
I,
believe
doing
well,
checks
in
specific
countries
like
we
try
to
use
external
and
for
these
things,
I
want
to
say
it's
like
the
CDC
level.
A
There
is
also
a
and,
if
roses
online,
our
key
boss,
business
partner
engineering,
maybe
she
can
dig
up
the
EMR.
There
is
a
coven
nineteen,
specifically
policy
that
is
being
authored,
I,
don't
know
if
it's
merged
yet,
but
people
you
know,
can
read,
em,
are
and
and
ask
questions,
maybe
influence
it
before
it
goes,
live.
A
It's
it's
related
to
a
small
acquisition,
we're
doing
I,
don't
think
that
has
fully
closed.
So
that's
the
reason
for
the
the
mystery.
You
know
we're
very
rarely
non-transparent
about
things,
but
when
it's
tied
to
the
acquisition,
Zoar
financial
matters,
that's
one
of
the
reasons
we
kickin
are
not
public
rules
who
will
get
lab
communication
there's
a
page
about
like
what
is
what
is
specifically
not
publicly
trying
to
be
transparent
by
default,
except
for
things
on
that
list,
but
I
think
we're
all
feeling
like
it's.
It's
just
sliding
down.
I
was
what
does
it
slightly?
A
I
know
that
sounds
negative.
It's
it's
imminent!
It's
about
to
happen!
It's
just
a
matter
of
time,
and
so
it's
going
to
be
so
I
could
say
a
little
more
about
it.
It's
it
will
likely
be
C
sharp
button
it
and
so
for
people
in
the
company
who
have
that
as
a
sidecar
to
their
engineering
experience
or
one
opportunity
to
do
something
new
we're
going
to
build
a
team
of
about
four.
In
addition
to
this,
this
individual,
bringing
on
board
and
it'll,
be
a
neat.
Little
I
mean
little
project
religion
at
the
security
screen
space.
A
E
A
So
great
question
we're
actually
not
actively
looking
for
now
when
we
changed
our
hiring
plan.
This
is
one
of
the
roles
I
said
like
yeah.
You
know
we
can
get
we
can
get
by.
Without
this,
our
hiring
plan
went
from
I
think
the
initial
versions
were
70%
now
we're
doing
20%,
and
that
was
before
you
know,
Kelvin
19,
and
so
this
is
one
the
rules
look
at.
This
could
making
myself
and
my
leaders
more
effective,
but,
given
everything
that's
happening,
we
feel
like
we
can.
We
can
make
it
work
ourselves.
A
C
A
We'll
see
I
know,
Emily
is
excited
with
that,
and
so
we'll
be
able
to
learn
from
that
model
about.
What's
what
works
versus
what
has
to
be
tuned
up
about
our
ideas
and
Nadia
says
the
SIDS
chief
of
staff
is
starting
on
the
30th
30th
of
March.
So
that's
in
a
few
days
early
next
week,
I
did
link
to
a
doc
here.
This
doc
was
just
kind
of
a
brainstorming
of
you
know
things
things
that
I
find
myself
doing
things
that
my
reports
find
ourselves
doing.
C
A
Be
happy
being
effective
and
also
we
don't
want
this
rule
to
turn
into
just
a
bunch
of
toil
that
everybody
else
doesn't
want
to
do
right
so
I
mean
there
would
be
a
mixture
of
directed
work,
but
then
there
would
also
be
some
portion
and
we,
we
kind
of
filled
up
this
round
dock.
We
haven't
carved
it
out,
yet
definitely
a
strategic
leverage
proportion
as
well
and
then
we've
got
questions
in
there.
Like
you
know
it
was
a
very
different
thing:
qui
found
a
great
chief
chief
of
staff
for
CID.
A
It
was
difficult
hire
to
make
it's
pre
rare
role
to
fill,
and
so
one
of
things
we
put
in
there
is
that
hey.
Maybe
this
should
be
an
internal
person
when
we
eventually
opened
this
back
up
and
maybe
they'll
be
towards
the
end.
It
ended
this
year
early
next
year,
and
maybe
it
should
be
someone
with
you
know,
let's
say
like
an
engineering
background
who
wants
to
try
to
do
more
managerial
stuff,
or
maybe
it
should
be
someone
with
a
completely
different
background
that
complements
the
rest
of
our
background.
A
A
A
Let's
say
well:
I
have
a
whole
bunch
of
shows
that
I
like
and
actually
there's
collab
channels
for
a
lot
of
them,
so
like
Watchmen,
Star,
Trek
Picard
that
sort
of
stuff,
my
wife
does
not
like
any
of
those
shows.
So
if
we're
gonna
sit
down
the
evening,
we
typically
watch
something
that
she
wants
to
watch
right
now.
She
is
into
for
people
to
like
below
deck,
that
sailing
or
yachting
reality
show
there's
a
new
one
called
sale
yet,
and
so
we're
watching
that
that's
fun
for
me,
because
my
family
used
to
sail
growing
up.
A
So
aside
from
these,
these
motor
yachts,
like
motor
yachting
versus
ceilings,
got
like
skiing
versus
snowboarding,
just
kind
of
this
competitiveness
out
there
in
the
seas,
and
so
it's
fun
for
me
to
see
a
sail
load
going
around
the
Mediterranean
and
then
she
likes
Project
Runway.
So
the
design
reality
show
and
those
are
kind
of
gratefully
pledges.
A
So
I
watched
those
with
her
and
then
you
know
when
I
have
a
spare
moment
or
something
like
that
or
I
can't
sleep
with
a
night:
okay
caught
up
on
the
Star,
Trek,
Picard
or
or
something
watching
ownership
like
that,
and
that's
why
I
have
those
those
slack
channels
at
work
is
because
I
don't
get
to
talk
about
those
shows
at
home.
So
I
leverage,
my
co-workers,
who
have
similar
jacquimo
start
drinking
stuff
like
that,
and
then,
of
course,
like
you
know,
with
everything
going
on
in
the
world,
there's
a
lot
of
really
awesome.
A
C
A
I'm
sure
the
event
team
has
ideas.
I
am
pretty
much
in
the
same
boat
as
everybody
else,
I'm
kind
of
informed
about
what
what
marketing
the
event
team
wants
to
do,
and
that's
that's
fine
I
believe
Todd
said
they
are
gonna
work
on
a
remote
conference,
and
so
it
won't
be
like
wait
until
2021.
It
will
be
like
you
know,
they're
they're
planning
something
to
take
the
place
of
the
the
contribute
we
had
to
cancel.
A
But,
as
you
can
imagine,
like
the
the
next
one
that
will
be
in
person,
a
lot
has
to
be
figured
out
in
the
in
the
world
and
even
in
normal
terms,
they
have
to
do
these
scouting
trips
and
now
there
are
contract
negotiations
happening
with
hotels.
So
there's
a
fair
amount
of
confidentiality
until
they're
ready
to
kind
of
announce
to
the
rest
of
the
company
and
that's
for
good
reasons.
A
A
Correct
yeah
Todd
announced
Monday,
and
maybe
someone
can
link
to
that
slack
slack
message
that
frog
was
supposed
to
be
happening
right
now,
we're
supposed
to
be
there
now
or
maybe
today
was
the
travel
they
were
supposed
to
be
going
home.
There
was
an
idea
to
reschedule
it
in
August,
but
it
just
appeared
to
be
too
too
risky.
There
might
be
countries
that
are
still
in
the
midst
of
their
rapid.
There
might
be
a
second
peak.
A
Some
countries
are
gonna,
have
different
restrictions
about
how
long
they
lock
their
borders
down
for
prevent
flights,
and
things
like
that,
so
you
even
August
felt
a
little
bit
too
risky
to
organize.
You
know
1200
people
traveling
from
all
over
the
world,
it's
a
big
deal,
but
will
this
will
find
some
way
to
kind
of
get
the
value
if
it's
not
impersonal,
thanks
a
remote
to
get
the
value
out
of
that
activities?
A
H
A
A
C
I
A
That's
a
good
question:
I
think
I
was
well
prepared.
I
mean
I've
shared
an
anecdote
with
a
lot
of
you
about
my
third
boss
of
several
companies
ago
and
I
was
frustrated
by
something
going
on
at
the
company.
I,
don't
remember
what
it
was.
We
were
in
our
101
and
I
said:
oh
so-and-so,
it
must
be
great
to
be
a
VP
because
you
can
just
you
know,
make
make
stuff
happen.
A
Some
people
will
not
even
question
and
just
kind
of
retest
themselves
and
and
change
everything
that
they
were
doing
without
necessarily
verifying
that
that
was
the
right
thing
to
do,
and
but
also
it
cuts
both
ways
like
you
get
blame
for
a
lot
of
stuff
that
you
had
nothing
to
do
with.
You
also
get
credit
for
a
lot
of
stuff.
You
had
nothing
to
do
it
so
there's
this
amplification
effect.
A
If
that
makes
sense,
once
you
reach,
like
the
executive
group
level
of
any
company
and
it
becomes,
it
takes,
you
know,
years
to
I,
think
really
really
master
that
so
I
think
you
see
the
the
really
experienced
senior
executives
they
tend
to
you
know
box
awfully
ask
a
lot
of
questions
if
they
have
a
large
amount
of
people
reporting
to
them
and
they're
sensitive.
The
idea
that
you
know
people
will
put
10x
weight
on
the
things
that
they
say,
and
yet
there
are
many
conversations
of
which
they
are
just
another.
A
You
know
data
point
so,
for
instance,
when
I
think
one
of
the
six
departments
in
engineering
here
is
UX
I've
managed
designers
at
every
one
of
my
previous
companies.
In
addition,
engineers
as
well
and
I've,
learned,
like
you
know,
when
we're
in
design
discussions
and
things
like
that
and
I
will
literally
vocalize.
This
point
I
said:
hey,
like
you
know,
I'm
taking
off
my
beauty,
hat
I
am
just
a
user
when
it
for
what
I'm
about
to
say
so.
Take
that
for
granted
and
then
I'll
give
my
little
piece
of
feedback
about
some.
A
Your
some
usability
thing
or
something
I
may
have
understood
just
to
make
sure
that
people
don't
feel
like
that.
I
know
now
has
to
go
to
the
top
of
the
priority
list.
The
Prarie
list
should
be.
You
know,
sieve
the
size
and
partnership
with
p.m.
and
it's
and
make
sure
if
I
mean
back
/
effort
and
all
the
inputs
from
executives
with
customers
and
prospects
and
support
people
and
engineers
and
and
everybody
and
I
think
executives
can
sometimes
unknowingly
sort
of
hijack
that
that
process
and
I've
learned
to
be
pretty
sensitive
to
that.
Thank.
F
J
K
A
And
I
did
an
AMA
with
a
company
of
a
former
colleague
of
mine,
and
this
is
a
company
that
was
on-premise.
They
just
transitioned
very
abruptly
to
remote
and
they're
kind
of
like
hey.
What
do
we
need
to
know
so
that
was
I
think
that
was
useful
for
them.
It
was.
It
was
useful
for
me
to
kind
of
you
know,
see
people
that
are
jarred
by
this
or
having
to
do
it
kind
of
all
at
once
and
I.
A
So
we
have
time
zones
and
we
work
a
sync
and
things
like
that:
that's
not
really
applicable
to
a
company
that
is
suddenly
going
all
remote,
but
intends
to
kind
of
go
back
to
more
of
a
hybrid
model
or
more
of
an
on-premise
model.
So
you
just
kind
of
have
to
remember
like
yeah
all
that
stuff
we
do,
that
has
become
muscle
memory.
You
have
to
probably
not
not
coach
other
organizations
to
do
that
and
then
there's
just
stuff.
A
They
need
to
know
that
is,
but
like
the
start-up
costs
like
learning
how
to
do
all
remote,
and
you
have
to
be
very
crafty
thinking
through
your
experience
here
about
like
what's
stuff,
what
advice,
could
you
give
people
their
big
to
implement
in
a
week?
That's
the
stuff
at
other.
Companies
really
need
to
know,
and
it's
surprisingly
hard
to
parse
those
two
things
apart
and
then.
The
third
thing
is:
is
the
pandemic
that's
going
on
and
we
are
not
experts
in
that?
That's
got
nothing
to
do
with
with
all
remote.
A
It's
the
two
are
connected
sort
of
accidentally,
and
so
that
was
an
opportunity.
Kind
of
you
know,
of
course,
willing
to
share
what
we're
doing
for
our
employees
to
help
them
through
this
process,
but
also
learn
what
other
companies
are
doing
to
it,
and
we
don't
claim
any
special
knowledge
to
how
to
manage
that
was
in
person.
Organization
through
through,
what's
going
on,
which
is
feeln
precedented,
so
I
was
I,
was
hopefully
successful
in
pricing.
I
I
A
Yeah
I
think
it's
so
I
think
I
got
a
good
one
for
this
and
it's
something
I
learned
from
from
Syd,
and
it's
how
he
you
know.
Transparency
is
one
of
our
values,
but
our
article
is
really
to
be
the
most
transparent
company
in
the
world
and
one
of
the
ways
that
he
maintains
that
is
really
interesting,
encounter
into
it
with
me.
I
love,
counterintuitive
knowledge,
and
basically
it's
it's
like,
and
this
is
his
analogy.
A
You
know
the
only
way
that
you
know
precisely
where
that
boundary
is
is
by
occasionally
getting
zapped
by
it,
and
so
Sid
says
you
know
he
he
tolerates
it,
tries
to
make
it
low
space
when
someone
makes
a
mistake
in
the
direction
of
transparency,
meaning
disclosing
some
piece
of
information
within
the
company
or
outside
the
company.
That
in
retrospect
should
have
remained
more
confidential,
because
it's
a
signal
that
I'm
that
we're
up
against
that
boundary
and
in
other
companies
I
think
they
tend
to
become
less
transparent.
A
Leading
my
former
companies
and
myself
was
a
former
leader.
They
tend
to
become
less
transparent,
not
because
people
love
keeping
secrets
just
because
they're
risk-averse
they're
afraid
of
making
the
mistake-
and
that
means
you
know
going
back
to
that
field
analogy
if
your
goal
is
to
not
get
zapped
by
the
fence.
You're
you
recede
from
it
next
thing,
you
know
you're
three
hills
over
and
you
don't
even
know
where
the
fence
is.
A
You
have
no
idea
or
it's
that's
how
it
happens
at
most
companies,
and
so
the
idea
that
we're
we're
willing
to
tolerate
the
occasional
mistakes
and
get
zapped
does
a
reminder
of
like
yep.
That's
the
boundary
like
we,
we
can
go
here
and
then
we
can
go
no
further,
and
that
is
the
guarantee
that
we
are
the
most
transparent
company.
A
You
know
how
do
you?
How
do
you
get
another
company
to
sort
of
live
up
to
that
I
mean
sit
as
a
founder
and
CEO
he
can
he
can
make
that
decision.
Transparency
is
tremendously
difficult
to
maintain
that's
one
of
things
he
can
use
his
title
in
his
position
to
drive
I
wonder.
Would
it
be
possible
for
me
to
coach
peers
to
do
something
like
that
or
in
another
role?
Would
it
be
just
transparency
for
my
for
my
organ?
No,
but
that's
definitely
something
I,
think
it's
like
a
permanent
change.
H
A
A
You
have
to
be
good
at
kind
of
sniffing
out
the
really
high-impact
stuff
and
working
on
that.
So
that's
that
be
my
general
advice
is
just
find
ways
that
you
can
turn
work,
take
it
from
something
that
is
very
important,
which
it
is
but
a
life-and-death
thing
and
turn
it
into
a
game
so
that
you
can
treat
it
as
something
that
you're
learning
and
you're
taking
risks
and
you're
falling
down.
You're
picking
yourself
up,
you'll
you'll
learn
much
faster
from
maintaining
that
sort
of
comfort.