►
From YouTube: Managing Information Overload with Joana Pais Afonso
Description
This speaker series is part 4 of a 4-month all-remote communication speaker series hosted by the Learning and Development team at GitLab.
A
A
Add
the
meeting
agenda
to
the
chat,
if
you
don't
have
it
up,
but
I
give
a
little
two-minute
intro
right,
like
I'm
doing
right
now,
as
people
trickle
in
and
then
in
a
minute
or
so
I'll
pass
it
over
to
joanna
to
introduce
herself
after
that
for
about
the
first
20-25
minutes
or
so.
I
have
three
questions
that
I
will
ask
joanna
in
like
a
interview,
sort
of
format
and
then
at
the
end
of
those
three
questions,
we
will
pass
it
off
to
an
ama
style
for
joanna
from
any
team
members
on
the
call.
A
I
think
that's
all
I
have
also
you
know
what
I'll
call
out
too
up
at
the
top
of
the
agenda.
In
the
recording
section,
I
included
a
link
to
the
playlist
on
our
gitlab
unfiltered
youtube
channel
where
you
can
re-watch
or
watch
for
the
first
time
any
of
the
other
sessions
that
have
been
part
of
this
series,
they're
all
recorded
there,
and
this
one
will
be
added
there
too.
After
we're
all
done,
I
think
that's
all
I
have
so.
A
B
Thank
you
so
much
samantha
and
all
the
learnings
program
team
for
the
invitation.
It's
really
honor
for
me
to
be
here
with
you
really.
You
know,
gitlab
is
one
of
those
companies.
We
always
follow
to
be
an
example
of
remote
work
and
you
know
great
workplace,
so
I'm
really
honored
for
this
invitation.
B
B
So
that's
how
I
started.
Let's
say
working
outside
of
an
office
and
then
in
the
last
three
to
four
years.
I
did
a
career
change
from
marching
and
sales
in
the
tourism
industry
to
employer
branding
and
culture
topics
in
consulting
and
technology
companies.
So
I
think,
that's
a
little
bit
my
my
presentation.
A
A
Okay,
I
think
the
connection's
getting
a
little
bit
better.
Can
everyone
hear
me?
Okay,
I'm
hearing
you
very
well.
You
are
okay.
Did
you
hear
me?
Well,
I
did
yeah
yeah
there's
just
a
little
lag
in
the
video,
so
I
was
trying
to
determine
if
it
was
my
internet
or
not,
but
I
think
we're
good
okay,
great
thanks
joanna
so
and
thanks
everyone
in
the
chat
for
confirming
I'm
gonna
go
on
to
our
first
question.
A
So
I
think
that
managing
a
lot
of
information
in
an
all
remote
environment
is
like
one
of
the
hardest
things
to
do
and
managing
information
like
just
in
our
lives.
There's
like
media
incoming
messages
is
just
coming
at
us
all
the
time.
So
I
think
that
this
I'm
excited
to
talk
about
this
question.
So
the
question
is
regardless
of
tenure
at
gitlab
many
team
members
experience
information
overload
in
some
shape
or
form
I'd
love.
B
B
One
of
the
first
topics
I
would
like
to
highlight
is
our:
if
we
are
conscious
of
the
priorities
for
us
in
terms
of
our
jobs
and
our
goals,
priorities
versus
time
management,
okay,
so,
first
of
all,
we
need
to
make,
of
course,
time
and
space
for
us
to
to
pay
attention
and
to
address
what
is
relevant.
Where
is
critical
to
our
goals
in
our
work,
and
for
that
we
need
to
be
available
and
open
to
to
read
and
and
to
digest
some
relevant
information,
and
we
won't
be
able
to
skip
it
too
much.
B
What
we
can
do
is
maybe
try
to
balance
and
define
what
are
the
best
slots
and
the
best.
You
know
time
for
us
to
to
read
the
news
and
the
new
emails,
the
new
message.
You
know
the
new
topics,
because
each
one
of
us
has
different
work.
Styles
right,
for
example,
some
of
us
like
to
have
focused
deep
dive
work
in
the
mornings,
for
example,
and
then
in
the
afternoon
more
likely
to
be
to
get
distracted
or
to
talk
with
peers,
and
if
that's
the
case,
we
should
prioritize
to
do
that.
B
B
It
can
be
completely
the
opposite.
You
can
start
in
the
morning
just
updating
yourself
on
what
is
you
know
what
are
the
most
relevant
topics?
And
then
you
start
your
focus
deep
dive
work.
When
you
know
you
already
have
all
the
information
you're
updated
and
that
you're
not
missing
anything
from
last
12
hours,
for
example,
so
you
can
do
a
better
job.
So
it
really
depends
on
on
the
company
on
on
the
on
your
role.
Also,
so
you
can
define
your
best
model.
B
Another
thing
is
to
set
a
little
bit
the
rules
of
what
to
do
with
non-essential
information,
the
rules
for
yourself.
So
it's
really
important
for
us
to
have
some
virtual
conversations,
coffee
meetings,
nice
to
know
nice,
to
have
information,
company
announcements
that
are
relevant,
checking
on
social
media
and
so
on.
B
Let's
say
so:
it's
really
a
matter
of
first
managing
what
is
important
and
urgent
and
try
to
delegate
what
it's
not
not
read.
First,
emails
of
subject
that
we
know
we
are
just
in
copy
and
it's
good
to
know,
but
it's
nothing
we
can
do
at
the
moment.
Another
tip
that
I
think
sometimes
can
be
useful
is
another
one.
Do
you
remember
sometimes
when
we
are
sick
and
we
miss
work
for
one
day,
for
example,
just
one
day
or
two,
not
much
more
than
that?
Sometimes
what
happens
to
one
email.
B
B
So
one
of
the
tips
we
could
think
is
that
maybe
we
should
think
on
not
answering
immediately
in
the
very
first
second,
if
we
could,
because
sometimes
people
they
just
you
know-
are
not
so
complete
in
their
briefings
of
the
message
or
they
change
their
mind.
So
I'm
not
saying
we
skip
our
priorities
or
we
do
not
answer.
Colleagues-
it's
not
about
that,
but
it's
just
better
that
we
don't
feel
anxious
and
we
don't
feel
you
know
really
concerned
about.
B
So
I
suggest
that
you
kind
of
monitor
your
feelings
and
if
you
feel
like
this
is
really
becoming
overwhelming,
you
take
an
action
plan
and
that
action
plan
can
have.
You
know
different
ways
like
first
talking
with
your
manager
or
even
your
team
members
who
are
maybe
constantly
typing
and
sending
to
message.
I
don't
know-
maybe
not,
but
if
that
happens,
it's
better
to
have
an
honest
conversation
about
what
could
be
the
ideal
team
scenario
for
us
to
exchange
on
the
daily
updates
on
the
relevant
improvements.
B
It's
really
helpful
to
have
this
honesty
and
transparency
to
share
what
is
the
ideal
scenario
for
this
team
communication.
Also,
this
conversation
can
happen
with
your
with
your
manager
too,
of
course,
or
even
ask
opinion
to
a
buddy.
In
case
you
have
a
person
in
the
organization
or
a
mentor
or
even
friends.
B
B
You
know
and
leave
your
work
at
some
point
in
the
computer,
but
not
in
your
mind
all
the
time
and
I'm
pretty
sure
that
you
maybe
already
know
some
of
these
tools,
like
you
know,
having
some
apps
for
mindfulness
moments
or
just
having
a
relaxation
moment
going
for
a
walk
samantha,
she
would
say
going
for
a
walk
at
lunch
time.
You
know
having
some
sun
look
at
the
ocean.
We
talked
about
that
in
the
beginning.
B
These
are
some
of
the
small
tips
that
can
help
us
so
much
to
to
manage
and
to
cope
with
this
information
overload,
as
well
as
doing
sports,
and
you
know
other
activities
that
bring
you
pleasure
and
and
disconnect
really
from
the
source
of
information.
That
brings
you
stress,
so
it
can
be
social
media.
It
could
be,
you
know,
work
channels,
so
these
are
some
of
the
ideas
that
I
fought.
I
don't
know
if
there
are
other
comments
or
questions.
A
No,
I
love
this.
This
is
like
so
many
great
ideas
and
to
me
it
sounds
like
it
really
like
comes
down
to
building
systems
that
help
you
manage
the
information
and
having
those
systems
be
based
on
your
work
preferences,
which
I
think
is
something
that
is
really
cool
about,
get
lab
and
being
able
to
do
that
and
being
able
to
adjust
your
adjust.
A
Thank
you
so
much
so.
This
second
question
is
a
bit
more
specific
and
I'd
like
to
talk
about
like
especially
because
gitlab
is
growing.
We
have
a
lot
of
new
team
members.
I'd
love
to
ask
you
what
are
some
of
the
biggest
challenges
that
are
specific
to
new
or
onboarding
team
members
in
an
all
remote
workspace
as
it
relates
to
like?
A
B
Okay,
as
a
new
team
member,
first
of
all,
I
I
would
like
to
think
that
we
all
have
first
a
personal
responsibility
in
this
onboarding
too.
So
I
think
it
comes
from
to
a
the
company
the
way
the
company
do
the
onboarding,
and
then
we
can
talk
about
just
afterwards,
but
also
our
approach
to
our
onboarding.
So
first
of
all
is
thinking
on.
Okay,
what's,
in
my
mind,
could
be
a
kind
of
ideal
onboarding
plan.
B
What
I
would
expect
to
you
know
have
some
thought
about
that,
even
before
we
start
what
I'd
like
to
know
who
I
like
to
meet
in
theory
which
stakeholders
could
be
relevant
for
myself,
and
then
you
know
take
note
of
all
of
this.
So
when
we
start
the
onboarding
process,
we
can
make
sure
if
the
company
has
already
organized
it
or
if
I
you
know,
need
to
be
proactive
and
ask
for
the
elements
that
I
think
that
will
be
bring.
You
know
help
me
to
have
success
on
my
new
role.
B
Another
thing
that
happens
is
sometimes
the
onboarding
plan,
whatever
it
is,
no
matter
how
it's
defined
can
feel
being
too
slow
or
too
fast.
For
my
face
and
what
I
was
expecting,
so
some
adjustments
be
needed
and,
of
course,
the
team
leader
should
be
paying
attention
and
being
very
sensitive
to
that
and
trying
to
adapt
a
little
bit
how
the
person
is
really.
You
know,
you
know,
understanding
the
information
and
feeling
clear
in
his
mind.
Also
there's
there
will
always
be
gray
zones
like
I
know
when
I
enter
a
new
company.
B
There
will
be
always
subjects
that
I
didn't
understand.
I
I
didn't
heard
about
it
and
I
want
to
do
questions
right.
We
are
all
curious
to
know
a
lot
of
things
so
either
this
information
is
easily
approachable
and
accessible,
of
course,
in
company
handbooks
and
so
on.
But
it's
important
for
me
to
to
understand.
When
can
I
ask
what
to
who
and
is
with
my
with
my
team
leader
in
the
first
week?
B
Maybe
it's
end
of
the
day
that
I
can
have
a
15
minute
conversation
about
the
grey
zones
I
didn't
understand
from
that
day.
Maybe
it's
an
onboarding
buddy.
That
was
a
look
at
it.
You
know
for
for
myself
and
I
can
ask
him
in
a
more
him
or
her
in
a
more
informal
way.
Also,
what
is
strange
sometimes
when
we
on
board
even
not
remote,
is
the
business
jargon,
the
business
expressions
that
only
happen
in
that
company
that
sometimes
they
seem
to
have
a
small
different
meaning
than
what
we
expected
right.
B
Some
some
shortcuts-
and
you
know
some
words
that
have
some
second
meaning
in
this
company
in
this
culture,
and
it's
very
important
that
we
try
to
understand
to
feel
comfortable.
What
does
it
mean
when
someone
says
this
in
in
this
company,
because
I
feel
like
there's
some,
you
know
some
body
behavior,
sometimes
it's
different
from
what
I
was
expected.
So
as
soon
as
someone
can
explain-
or
if
you
can
read
a
little
bit
about
this,
you
know
cultural
codes
and
the
way
we
address
topics
it's
very
important
and
it
it.
B
First
also,
one
of
the
first
things
onboarding
members
want
is
connection
and
sense
of
belonging
very
very
quickly,
so
the
better
we
can
and
the
sooner
we
can
make
this
feeling
happening
through
different
ways.
The
better
and
we
can
talk
about,
but
it
will
be
mostly
about
you
know.
Message
of
welcoming
could
be
videos,
it
could
be
even
you
know,
meeting
let's
say
outside
in
case.
We
are
in
the
same
location
and
do
some
other
non-work
related
activities
together,
either
during
the
week
or
the
weekend.
A
C
A
A
Right
right,
that's
awesome,
okay!
Well,
we
have
one
more
question
before
we
go
to
the
team
member
questions,
and
so
this
one
is
similar
to
what
we
kind
of
just
talked
about
about
how
you
know
as
an
individual.
You
can
manage
the
this
kind
of,
like
information,
overload,
I'd
love
to
talk
a
bit
about
how
managers
and
leaders,
but
also
just
like
other
team
members,
as
you
know,
just
like,
as
leaders
as
managers
of
one
at
get
lab.
How
do
how
do
these
people?
B
Yes,
thank
you
so
much
amanda
there
are
some
best
practices,
probably
already
have
some
of
them,
so
I
apologize
if
in
any
case,
this
is
already
your
situation.
That
would
be
a
great
sign
also,
so
it
will
be
good
news
first
of
all
is
to
try
to
customize
an
onboarding
plan
for
the
team
member.
I
know
it's
quite
natural
that
we
think
about
an
onboarding
plan.
B
Also,
another
thing
is,
in
a
daily
basis,
have
a
feedback
from
how
is
going
on
this
on
boarding,
and
you
can
adapt
and
adjust
very
quickly
in
case
something
is
going
wrong
or
not
in
the
right
direction
from
both
sides,
let's
say
so.
It's
important
to
check
in
quickly
on
a
daily
basis,
but
also
then
have
a
more
standard,
onboarding
survey
that
can
be
done
after
the
first
week
or
after
the
first
month
to
feel
a
little
bit.
B
B
Well
also,
we
could
define
when
onboarding
a
new
team
member.
What
is
the
preferred
working
schedule,
meaning
like
the
most
important
hours
of
this
connection?
Is
it
lunch
time?
Is
it
later
at
night
early
in
the
morning
which
time
schedule
it
is
time
difference
between
colleagues
and
and
the
way
we
should
update
ourselves?
Is
it
a
weekly
team
meeting?
Is
it
another
way?
B
So
if
the
person
who
comes
feel
like
there,
he
is
heard-
and
you
know
it's
being
adapt
also
to
to
his
voice-
let's
say
and
his
preference-
it
will
be
an
onboarding,
more
successful
and
then,
of
course,
we
need
to
know
the
team.
We
need
to
have
those
video
message
from
the
team
or
from
the
team
member
who
is
coming
to
the
company
to
tell
more
about
ourselves
and
also
outside
work.
Who
are
we
who
are
our
authentic
selves
at
work?
Also,
what
do
we
love?
B
What
we
prefer
not
to
not
to
know
not
to
do?
This
is
sometimes
our
funny
questions,
funny
topics
that
people
can
memorize
very
quickly
and
they
bring
this
feeling
of
you
know
getting
to
know
each
other
and
and
so
on.
So
I
think
this
is
one
of
the
most
important
things
another
one
to
finalize
is
in
case
the
onboarding
takes
a
little
bit
too
long
before
the
job
letter.
B
The
job
offer
that
I
signed
and
accepted,
and
today,
of
course,
we
need
also
to
take
care
of
a
keep
warm
plan
and
having
maybe
those
team
members
invited
for
an
event
that
could
be
happening.
That
it's
not
too
confidential,
maybe
they
can
be
the
first
to
know
a
public
information
that
will
be
available
soon,
but
they
feel
already.
They
are
part
of
the
team
and
then
they're,
knowing
in
advance
relevant
information
from
product
releases,
for
example,
and
so
on.
A
Yeah,
this
is
great.
Thank
you
so
much
for
sharing
these.
It's
like
a
good
reminder
that
both
like
building
trust
and
then
documenting
kind
of
what
comes
out
of
that
trust,
can
establish
our
teams
to
really
communicate
better
and
integrate
new
team
members.
You
know,
regardless
of
if
we
are
managers
or
not
like.
I
think
that
we
all
have
a
we're,
not
responsibility
to
make
people
feel
welcome
and
support
them
as
we
can.
So.
Thank
you
so
much
for
that.
A
Okay,
so
we
have
just
about
15
minutes
left
and
we're
gonna
transition
over
to
the
team
member
question.
So
if
you
have
any
questions
for
joanna,
you
can
add
them
to
the
document
and
we'll
go
through
as
many
as
we
can
there's
one
in
there
right
now
from
giacomo,
and
I'm
wondering
if
giacomo's
still
on
the
call
and
wants
to
voice
the
question.
C
Indeed,
I'm
here
I'll,
just
I'll
read
it
out
from
the
document.
Okay,
so
the
question
is
that
whether
we
knew
or
not,
there's
there's
a
number
of
channels.
You
know
that
from
slack
emails,
internal
confluence
sites,
you
know
and
as
you
said,
obviously
we
can't
know
everything.
How
do
we
decide
which
channels
we
should
really
follow?
Because
those
are
you
know
we
cannot
do
our
work
if
we
don't
read
the
information
there
versus
others
that
we
could
simply
discard,
because
the
point
is
that
we
don't.
C
We
don't
know
because
exactly
because
we're
new-
and
so
we
can't
really
make
that
decision.
So
we
keep.
You
know
we
keep
running
after
information
feeling
that
we're
missing
out
and
it's
not
just
missing
out.
As
you
know,
it's
really
like
I'm
unable
to
do
my
work.
Unless
I
know
that
piece
of
information
you
know,
how
do
you
reconcile
the
need
of
having
to
know
things
with
you
can't
know
everything,
and
I
f
this
stresses
me
personally-
that's
why
I'm
asking.
B
Of
course,
thank
you
so
much
giacomo
for
your
for
your
question.
I
think
this
should
really
be
addressed.
This
question
is
very
important
in
the
onboarding
stage
and
when
you
know
articulating
the
people
team
with
the
team
leaders,
you
know
corporate
support
and
to
have
it
clear
on
the
channels
that
you
need.
I
think
definitely
you
shouldn't
be.
You
know
proactively
asking
too
much.
This
information
could
be
received
more
naturally
and
maybe
just
need
to
be
aligned
between
the
teams,
so
it
can
help
everyone
to
stick
to
the
priority
ones.
B
B
For
example,
if
the
company
officially
cannot
tell
us
easily,
we
can
address
those
questions
to
three
or
four
team
members
and
check
if
they
do
do
say
the
same,
if
there
is
any
gap
of
expectation
between
them,
so
we
can
decide
our
own
our
own
choice
and
then
honestly,
talking
with
the
manager
saying,
okay,
that
was
my
thoughts
and
perspectives
based
on
what
I
know
that,
I'm
you
know
relying
on
this
source
of
information,
do
you
feel
I'm
missing
something?
Do
you
feel
I
should
be?
C
C
Yeah,
so
the
comment
is
that
the
yeah,
of
course
they
you
know,
I
think,
we're
better
off
if
we
know
more
than
if
we
know
less,
but
unless
our
job
is
to
collect
and
aggregate
information.
You
know
we
can't
be
doing
that
the
whole
day
and
I
think
the
more
channels
we
have
available
to
us.
I
think
the
more
we
run
the
risk
of
producing
a
lot
of
noise,
and
I
don't
want
this
to
sound
negative,
but
you
know
there's
so
much
information
that
you
really
don't
know
like.
C
B
You
know
and
yeah
that's
a
little
bit
what
I
said
in
the
first
question
about
first.
The
very
first
thing
we
need
to
do
is
to
understand
what
is
important
and
relevant
for
our
job
and
then
what
is
nice
to
know
interesting,
as
you
said,
and
start
from
there
very
quickly,
because
without
that
visibility
we
are
not
self-confident
to
do
all
the
rest
and
we
will
lose
some
time.
So
I
think
that's
the
very
first
honest
conversation,
one
of
the
first.
B
B
What
are
the
channels
and
the
people
I
should
be
meeting
with
and
then
all
the
rest
is,
as
you
said
interesting,
so
you
can
define
like
okay,
I
have
half
an
hour
per
day
or
per
week
to
just
have
a
look
to
the
interesting
topics
and
not
be
totally
out
of
the
information.
But
it's
not
my
priority
in
a
daily
basis.
C
B
And
this
interesting
thing
sometimes
are
for
learning.
For
example,
I
subscribe
a
lot
of
newsletters
of
my
thought
leadership
topics
that
I
work
and
that
I
love
so
it's
a
mix
of
work
and
passion
so
sometimes
even
on
the
weekends
I
feel
like.
I
will
read
a
little
bit
those
news
later,
so
I
spend
one
week
emulating
those
newsletters
that
I
don't
read.
Then
I
look
to
the
subject
and
I
feel
like
this
one.
If
I
have
to
choose,
is
my
first
one
I
won't
read
off
of
them.
B
I
don't
really
have
time,
but
from
the
subject
I
can
already
choose
my
top
three
and
then
I
have
a
dedicated
time
per
week
to
read
that
and
I
will
be
learning
and
maybe
then
I
can
have
an
actual
plan
to
share
that
with
my
colleagues
too
or
to
schedule
to
share
on
social
media
during
the
week.
So
it's
a
matter
of
really
having
tension.
As
you
said,
cement
of
okay.
A
A
Cool
well,
we
can
wrap
things
up
a
bit
early,
then
joanna.
Thank
you
so
much
for
joining
us.
For
this
conversation
it
was
really
interesting.
I
feel,
like
you,
challenged
me
to
think
a
little
bit
differently
than
the
way
I
currently
read
and
process
information
on
gitlab,
and
I
hope
that
you
did
the
same
for
others,
and
I
appreciate
all
of
you
for
being
on
the
call
and
taking
some
time
out
today
to
to
learn
about
all
remote
communication.