►
From YouTube: Live Speaker Series: Building Internal Culture with Carter Gibson and Markus Mühlbauer
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A
B
B
We
are
excited
today,
we're
joined
by
marcus
and
carter,
who
are
both
on
the
team
over
at
google
and
we're
having
a
discussion
with
marcus
and
carter,
myself
and
jessica
reiter
on
the
get
lab
team
about
building
internal
culture.
What
that
looks
like
for
individual
contributors
for
managers
for
executive
level,
leadership
and
the
importance
of
doing
that
here
at
gitlab
and
on
an
all
remote
team,
I'm
before
we
get
started,
I'm
just
going
to
go
over
a
bit
of
like
the
structure
of
the
call.
B
So
if
you
haven't
been
on
a
live
speaker
series
before
this
is
an
initiative
that
the
lnd
team
does
every
so
often
when
we
run
into
great
people
that
we
want
to
bring
to
chat
with
our
gitlab
team
in
the
agenda.
You'll
see
a
little
bit
about
why
we're
having
this
call
a
link
to
a
feedback
issue
and
some
related
git
lab
links.
B
So
if
you
have
questions
that
you
think
of
as
we
go
feel
free
to
drop
them
in
the
participant
questions
section
of
the
doc
and
we
will
get
to
them
when
we
get
to
them
and
then
I'm
recording
this
call
and
I'll
post
it
in
the
handbook
afterwards.
So
if
you
have
a
drop
or
if
you
want
to
re-watch
it
later,
it
will
be
there
and
we'll
share
it.
On
slack
jessica,
put
a
link
to
the
agenda
in
the
chat
too.
B
C
Hey,
I
can
start
super
excited
to
be
here.
My
name
is
marcus
milbauer,
I'm
valuing
from
germany,
munich
and
I'm
with
google.
Since
surprisingly
15
years-
and
I
have
seen
the
company
growing
from-
I
think
back
then,
roughly
4
000
people
like
a
very
different
company,
different
culture,
different
everything
and
my
current
role
is
like
product
management.
We
built
and
designed
a
lot
of
internal
infrastructure
products
services
and
we
think
a
lot
about
like
how
does
the
work
we
are
doing.
C
A
Hey
everyone,
I'm
carter,
I'm
the
program
lead
of
our
internal
community
management
team
and
the
owner
of
two
dogs,
which
I
will
inevitably
have
to
help
here
in
a
second
here's
one.
She
has
the
coat
of
shame.
She
had
some
cosmetic
surgery,
she's
fine.
So
basically,
my
team
helps
create
healthy
internal
communities
at
google.
We
started
about
three
years
ago
and
we
apply
external
community
management
best
practices
internally,
primarily
in
our
non-work
spaces.
A
We're
answering
questions
like
how
do
we
empower
googlers
to
own
their
own
communities
more
successfully?
How
do
we
apply
moderation
to
react
to
content
that
violates
our
guidelines?
How
do
we
keep
conversation
open
throughout
all
of
that
and
then
also?
How
do
we
reward
it
inside
of
our
performance
reviews,
as
well
as
community
contributions?
B
B
D
So
this
is
actually
my
third
conversation
with
carter
in
my
second
with
marcus,
we've
had
an
event
a
while
back
and
we
just
sort
of
found
that
we
were
thinking
about
things
in
a
lot
of
the
same
ways,
the
difference
being
the
main
difference
being
the
size
of
the
companies
that
we
work
at,
and
so
I'm
really
excited
to
have
you
here
thanks
for
talking
about
culture
at
scale
and
something
I
think
we're
all
pretty
excited
about.
So
the
first
question
is
about
communication.
D
C
So
in
the
early
days,
what
we
did
we
had
like
this
one
giant
like
tjf
meeting
in
one
of
the
main
offices
like
this
was
like
the
best
possible
very
high
fidelity
experience.
Everybody
in
one
place
only
possible
if
you're,
a
small
company
and,
in
your
case,
not
a
remote
company
right,
so
that
model
was
kind
of
outgrowing
itself
very
quickly,
as
the
company
was
growing.
C
We
even
had
like
the
the
initial
growing
pains
around.
Like
the
gravity
point
was
mountain
view.
People
still
kept
doing
that,
despite
we
have
opened
offices
in
many
other
regions
across
the
globe,
so
even
like
moving
to
the
next
level
of
like
different
communication
is
a
very
difficult
thing
and
what
you
also
see
as
a
company
is
growing
both
in
size
and
like
in
complexity
like
different
business
lines,
different
things
you're
doing
to
really
land
a
message.
C
You
have
to
use
multiple
kind
of
mechanisms
like
content
formats
to
to
reach
people,
and
you
have
to
repeat
the
same
message
over
and
over
again
right
and
like
we
even
are
seeing
some
like
user
generation
kind
of
different
communication,
styles
and
preferences.
It
might
be
like
a
stereotype,
like
the
younger
generation
people
turning
the
company.
C
They
might
use
tick,
tock
and
video
a
lot
more
in
their
private
life.
So
they
might
expect
the
company
also
to
talk
to
them
over
like
video
and
more
engaging
kind
of
communication
methods,
not
just
emails,
but
you
need
both
like
you
have
lots
of
people
on
my
team
who
don't
want
videos
to
say
well,
I
can
I
can
browse
an
email
in
15
seconds,
but
it
takes
me
five
minutes
to
watch
a
video.
A
Yeah
the
what
this
question
spread
out
for
me
was:
what
does
communication
even
mean
and
what
kind
of
it
does
your
company
want
to
have
one
of
the
genesis
moments
of
the
internal
community
management
team?
Was
google
asking
the
question?
What
kind
of
conversation
is
okay?
Do
we
allow
non-work
discussion,
or
do
we
allow
only
work
discussion?
What
will
it
take
to
have
successful
engagement
at
the
scale
that
we
are?
A
You
know
kind
of
about
anything
and
where
the
you
know
mechanisms
we
have
to
keep
those
conversations,
productive
and
respectful
for
team
chats
for
aliases,
for
you
know
any
of
the
work
that
you
need
to
do
to
get
your
job
done.
Managers
are
present,
and
that
makes
a
ton
of
sense,
but
what
about
the
other
spaces
that
existed
for
20
years,
but
no
one
actually
felt
ownership
of
it.
A
So
one
of
the
ways
that
you
know
our
team
helps
is
that
everyone
has
all
these,
like
productivity,
themed,
chats
right,
where
everyone
can
help
each
other,
and
everyone
can
you
know
talk
about.
I
don't
know.
Python
is
something
that
exists.
They
tell
me-
and
it
helps
you
get
your
job
done,
but
how
do
we
make
sure
that
that's
a
good
space
and
then
how
do
we
also
reward
it
as
well?
A
And
how
do
we
not
say
this
is
the
one
way
to
communicate,
but
instead
empower
people
to
set
their
own
guidelines
in
their
own
spaces
for
what
works
for
them,
while
you
know
still
adhering
to
you
know
basic
community
guidelines
but
yeah,
it's
it's
one
of
those
things
where
my
first
thought
is
well.
What
kind
do
you
even
allow.
C
C
A
lot
of
the
communication.
We're
doing
is
very
u.s
centric
as
a
u.s
company.
So
that's
that's
clear,
but
there
are
some
topics.
Often
very
sensitive
topics
around
like
one
example
is
inclusion.
We
have
a
lot
of
inclusion
emphasis
on
on
what
we
do
as
a
company,
both
inside
the
company
and
externally.
C
Well,
it's
globally,
but
like
there
are
many
more
minority
groups,
you
would
actually
loop
in
those
conversations,
if
you
would
look
into
like
immediate
countries
and
like
same
two
for
asian
countries
for
sure
so
those
aspects
of
how
to
truly
become
a
global
company
in
the
way
you
communicate
and
the
way
you
you
build.
These,
like
inclusion
programs,
which
is
a
value
value
asset
of
a
company,
is
getting
a
lot
more
complicated.
D
Yeah,
that's
a
really
good
call
out.
One
thing
I
was
thinking
as
you
were,
both
answering
is
like
you,
have
all
of
these
ways
and
channels
that
you're
communicating
with
each
other,
and
you
have
different
communities
that
are
being
set
up
and
people
are
setting
their
own
guidelines
and
pretty
certain
you
just
start
to
have
things
become
decentralized
and
maybe
a
little
bit
of
disconnected,
and
it
may
be
harder
to
keep
the
unity.
I
guess
that
leads
right
into
the
samantha's
next
question.
So
I'll
turn
it
back
to
you.
B
Yeah,
I
was
just
about
to
say
that
jessica,
thanks
for
that
discussion,
and
it
does
lead
into
this
next
question
because
I
think
that
you
kind
of
spoke
to
it.
I
think,
specifically,
you
did
marcus
about
how
much,
how
the
way
that
you
have
changed
the
way
that
the
company
communicates
has
changed
as
you
as
you've
grown,
and
I'm
curious
about
like
what
are
some
of
the
some
of
the
biggest
risk
factors
that
you've
identified
in
that
growth
and
then
maybe
like.
C
C
That
model
at
some
point
will
break
right.
It
doesn't
even
take
like
leaks
and
stuff
like
that.
It's
just
you
overwhelm
people.
There's
too
much
information
you,
you
can't
really
know
if
the
information
you
put
out
would
land
the
same
way.
You
anticipate
because
in
the
old
days
everybody
at
google
was
about
making
search
awesome
right
now
we
have
many
more
teams.
So
the
context
isn't
even
there
right,
so
we
need
to
basically
break
down
into
into
smaller
chunks
and
like
be
a
lot
more
richer
around
like
who
can
access.
C
You
want
to
have
this
shared
value,
but
at
some
point
there
will
be
kind
of
value
and
business
driven
right
as
you
as
you
go
to
you,
grow
to
certain
revenue,
size
and
stuff
like
that
same
goes
for
like
decision
making.
We
we
are
coming
from
a
very
consensus,
driven,
very
important
making
again
it
does
not
really
work
at
a
certain
size.
You
need
to
basically
find
the
right
balance
between
like
bottom-up
ideation
and
top-down
decision-making.
A
Yeah
marcus,
I
totally
agree
one
of
the
biggest
missteps
I
ever
made
strategically
on
this
team
was
presenting
us
as
we
need
to
preserve
google's
culture.
That's
what
I
said
I
was
like.
We
are
150
000
people
now,
that's
bigger
than
berkeley,
we're
in
every
single
time
zone,
we're
in
dozens
of
countries,
and
everyone
is
concerned
that
our
culture
is
dying
and
we
need
to
preserve
it
and
that's
super
wrong,
and
it's
super
wrong
because
you
preserve
dead
things
like
our
culture
wasn't
dead
at
all.
A
If
anything,
there
was
actually
more
passion
around
what
our
culture
meant
or
what
our
culture
should
be
than
there
ever
was
before.
Even
though
people
were
feeling
that,
as
like
tgif
was
happening
less
and
less
frequently
that
google
was
changing
for
the
worse
and
we,
you
know
needed
all
this
stuff
and
instead
the
way
that
we
presented
it
much
more
successfully
going
forward
was
we
needed
to
evolve
our
culture?
That
was
a
more
positive
framing
of
it.
That
was
also
realistic.
A
A
We
know
that
people
now
today
feel
more
included
than
they
did
before.
We
know
that
people
who
are
group
moderators
of
their
own
spaces
feel
more
ownership
of
their
community
than
they
did
before.
We
know
that
when
people
see
you
know
thing
like
guidelines
or
a
moderation
action
or
something
like
that
when
it
comes
to
respectful
conversations,
they're
three
times
more
likely
to
say
that
google's
doing
the
right
thing
than
people
who
hadn't
seen
an
action
take
place.
So
I
think
that
you
know
marcus
to
your
point
around
like
it.
A
B
It's
not
just
it's
not
just
there.
It's
not
a
like
solid
thing.
That's
always
going
to
be
part
of
the
company,
it
takes
work
and
it
takes
input
and
it
takes
iterations
to
make
sure
that
it's
still
working
for
the
people
in
the
company
as
we
grow.
So
thanks
for
challenging
the
way
I've
been
thinking
about
it.
D
I
do
I
do
so,
and
this
again
it
leads
really
well
into
it.
So
as
individual
contributors
and
managers,
what
can
people
do
to
be
a
part
of
maybe
that
evolution
of
company
culture
and
how
does
that
different
from
or
how
does
that
differ
from
upper
management
and
executive
leadership
like
how
do
we
all
fit
into
this
culture
evolution
process.
C
The
way
we
do
it
like.
We
have
culture
champions
in
all
different
levels
in
all
different
forms,
and
especially
if
you
go
through
a
phase
very
rapid
growth
of
a
company.
There
is
no
culture,
onboarding
documents.
Well,
there
is
one,
but
it
doesn't
work
right.
So
you
need
everybody
around
you
to
basically
tell
the
new
person
what
the
culture
is.
C
A
Yeah,
my
initial
reaction
was
stop
looking
at
levels
when
you're
talking
about
culture.
I
the
genesis
of
the
internal
community
management
team.
I
was
an
l4
individual
contributor
that
joined
an
engineering
team
at
negative
head
count,
which
means
that
I
left
my
old
team
that
was
paying
me
and
became
an
accounting
error
at
google,
because
I
felt
ownership
of
the
way
that
we
should
discuss
communities
inside
of
the
company
in
the
way
that
we
should
form
connection
that
spun
out
into
a
bigger
team
and
a
real
team.
A
And
then
I
started
reporting
marcus,
which
was
fantastic,
and
you
know
it's
it's
one
of
those
things
where
if
people
don't
feel
that
ownership
and
if
people
don't
feel
like
they
can
change
something
with
it,
it
your
culture
is
not
enforceable,
and
that
also
doesn't
mean
that
your
culture
won't
change.
There
will
be
people
who
will
challenge
you.
I
challenge
google
right
like
we
said
this,
isn't
the
right
way
for
us
to
do
things
anymore,
and
that
applies
to
your.
You
know
soccer
club,
and
it
applies
to
your
project
alias
as
well.
A
It
doesn't
actually
matter
so.
I
I
think
that
one
of
the
things
that
we
try
to
do
is
scale
that
ownership
across
more
people.
We,
when
we
started,
we
were
two
people
at
negative
head
count,
and
now,
if
you're
talking
about
who
you
know,
owns
culture,
who
cares
to
guide
it,
we
have
over
1500
volunteer
moderators
at
google.
It's
amazing.
Now
we
have
a
group
of
people
who
are
setting
it
in
all
sorts
of
different
places.
The
owner
of
our
politics,
alias,
is
a
vice
president.
A
A
vice
president
at
google
moderates
our
politics,
alias.
Why,
like
he
just
cares,
he
loves
it.
He
just
wants
people
to
engage
in
successful
debate
and
then
in
l3
owns
our
pokemon
go
community
like
they
do
the
same
thing
and
they're
doing
the
exact
same
thing
for
the
same
number
of
people
as
well.
It's
it's
kind
of
wild
and
I
think
that
the
only
reason
that
it's
successful
at
google
is
because
we
tell
everyone
that
they
have
stake,
that
they
can
change
things.
They
have.
A
D
D
Going
once,
okay
I'll
read
it
for
sure
so
shem's
question
is,
as
individuals
are
more
politically
activated
than
ever,
and
different
views
are
generally
in
a
strained
state
of
polarization.
How
do
you
prevent
non-inclusive
political
slant
from
leeching
into
company
culture?
So
this
goes
back
to
your
politics,
alias
especially
when
wider
industry
politics
lean
in
a
particular
direction.
A
I
will
take
that
one
first,
I
want
to
zoom
out
just
a
little
bit.
Why
are
you
even
allowed
to
talk
about
politics
at
work
like
doesn't
that
seem
like
a
really
bad
idea?
Like
didn't,
google,
like
not
learn
our
lesson
with
that
wired
article
that
said
three
years
of
misery
inside
of
silicon
valley's
happiest
company?
A
Why
did
we
make
such
a
dumb
move
to
keep
that
kind
of
conversation
at
the
company?
The
reason
why
is
because
google
builds
the
most
helpful
products
for
the
most
diverse
set
of
users
in
the
world
period?
How
could
we
do
that?
If
we
can't
talk
to
each
other
about
the
trans
experience,
how
could
we
build
pronouns
into
our
tools
successfully
without
engaging
with
everyone?
How
could
we
build
cameras
in
the
pixel
6
that
see
darker
skin
tones
better
without
talking
about
race?
A
Those
conversations
at
google,
we
don't
believe,
should
be
sandboxed
to
the
individual
product
teams
that
are
working
on
them.
We
believe
that
everyone
should
be
able
to
use
each
other
as
a
resource
and
have
these
serendipitous
moments
that
may
become
better
informed
products
in
the
future.
We
don't
have
the
lunchroom
as
much
as
we
used
to,
but
the
reason
we
have
free
lunch
is
not
so
that
we
can
eat.
A
It's
that
easy.
It's
the
same
principle
as
something
that
you
would
do
externally,
where
you
would
say
here
are
guidelines,
here's
a
content,
reporting
module
and
then
here's
the
process
for
how
we
do
it
and
here's
our
transparency
report
at
the
end
of
the
year
and
what
we
took
down
and
why
those
are
external
community
management,
best
practices
that
we've
applied
directly
internally.
We
treat
everyone
the
same.
A
We
don't
special
case
anyone
you
can't
name
call
whether
you're
on
the
right
or
the
left
can't
do
it
and
you
please
rephrase
the
question
and
so
we're
very
principle
focused
in
how
we
do
that
and
it
takes
a
lot
of
work
and
it
takes
a
lot
of
pain
sometimes,
and
it
takes
a
lot
of
expectation
resetting.
But
I
hope
that
that
answered
the
question.
C
Wow,
I
think,
that's
that's
why
you
always
bring
the
expert
on
these
topics
the
most
most
complete
answer.
The
fun
thing
like
it
sounds
very
obvious.
The
way
we
do
it
it
is
now
it
hasn't
been
that
that
way
like
those
decisions
which
in
retrospect
seem
natural
or
logical,
they
take
hours
and
hours
of
like
very
high
level.
C
Do
you
want
to
solve
like
a
short
term
like
current
problem
and
like
the
answer
might
be?
Yes,
you
just
shut
down
the
channel
or
like
the
community,
or
do
you
want
to
become
a
long-term,
better
company
based
on
your
responsibility
to
your
customers,
to
like
the
surrounding
ecosystem
you're
in,
and
that
is
actually
a
non-easy
decision
to
make
right.
So
it's
very
interesting
to
see
that.
B
E
Yeah,
okay,
thank
you,
I'm
sorry
that
I'm
late!
So
if
you
covered
this
excuse
me
so-
and
I
think
this
marcus
you
you
referred
to
this,
but
I
believe
our
team,
our
team
members,
play
a
crucial,
active
role
in
ensuring
that
we
maintain
and
strengthen
our
values
as
we
scale.
How
do
we
ensure
that
team
members,
especially
individual
contributors,
still
feel
comfortable
with
reminding
anyone
in
the
company
about
our
values,
including
with
managers
and
leadership?
What
are
some
actions?
C
This
is
an
interesting
question
like,
for
the
most
part,
it's
not
like
actively
reminding
people
on
they're
doing
anything
wrong
and
have
to
remind
you
to
basically
get
back
in
line
and
and
comply
to
these
values.
For
the
most
part,
it's
a
lived
culture
like
the
way
we
behave
the
way
we
talk
to
each
other.
C
The
way
we
run
meetings,
a
lot
of
that
just
transports
like
the
values
of
like
inclusion,
respect
and
all
of
that,
that's
just
what
people
are
seeing
every
day
right
when
it
comes
to
actively
like
chiming
in,
like
we
had
like
whatever
micro
regressions
in
meetings
right,
there's
a
sort
of
tolerance
to
that
we
are
constantly
encouraging
people
to
chime
in
you
give
them
different
ways
of
doing
that.
Like
people
might
not
feel
comfortable
doing
this
in
a
meeting,
they
might
rather
want
to
report
something
or
have
different
channels.
C
There's
multiple
avenues.
People
can
take
to
raise
their
concerns
and
teams
like
carlos
teams,
are
helping
they.
They
help
googlers
to
feel
confident
to
raise
these
concerns
because
they
don't
always
become
like
they
don't
become
an
hr
issue
right.
It's
not
that
like
hr
is
like
moving
in
and
like
just
fixing
stuff
in
a
very
like
policing
kind
of
way.
It
is
the
community
which
is
self-healing.
The
team,
like
carlos
team,
is
part
of
the
community
they're,
not
part
of
an
hr
team,
for
example,.
A
A
Well,
I
mean
I,
I
was
just
going
to
say
giving
you
know,
helping
people
feel
empowered
to
say
something
means
they
need
to
understand
it
first
right
like
what
does
googly
mean
like
we
could
like
rabbit
hole
on
that
all
day.
If
we
wanted
to
and
we
have
but
like
you
know,
what
does
it
mean
to
be
googly?
What
does
it
mean
to
be
that
way?
You
know
again.
I
don't
know
if
that
happens.
A
You
know
in
a
big
onboarding
session,
but
I
I
will
say
that
you
know
this
is
actually
a
moment
where
I
think
managers
really
matter
a
lot.
I
you
know
having
marcus
as
my
manager,
microsoft
I'll,
give
you
a
big
plug
here.
He
talked
about
those
things
openly.
He
said,
hey
call
us
out,
say
something
he
would
say
when
something
was
hard
or
he
would
say
when
something
went
wrong
in
a
meeting
and
set
the
right
example.
A
I
think
that's
where
you
know
people
just
feel
more
encouraged
when
they
have
something
to
look
to
and
be
like
hey.
That
person
did
that.
Maybe
I
should
do
that
in
setting
it
in
the
same
way
that
a
community
manager
or
social
media
manager
might
curate
content
to
put
at
the
top
of
their
app
to
say,
hey
like
this
is
what
we
want
to
see
and
we'll
reward
you
with
it.
A
F
Awesome,
thanks
to
you
both
for
contributing
this
session
to
gitlab
is
very
valuable
and
we
appreciate
the
time
so
in
the
global
remote
conversation.
It
very
often
turns
to
fear-based
conversation
because
of
remote.
We
can't
do
x,
so
I
want
to
flip
that
what
opportunities
do,
leaders
and
individuals
alike
have
to
contribute
to
and
involve
culture
in
this
more
remote
than
ever
before
type
of
work,
environment.
C
C
In
like
the
the
core
video
from
home,
face
as
google
has
turned
my
like
inclusion
level
up
a
lot
because
we
all
have
been
like
the
same
size,
small
tile
on
the
screen
in
meetings,
we
had
the
same
way
of
like
contributing
in
a
meeting.
We
had
the
same
physical
distance
if
you
will
in
a
meeting
so
that
changed
my
my
personal
feeling
of
belonging
and
inclusion
dramatically.
C
Advanced
in
those
topics,
then
this
kind
of
very
unequal
behaviors
like
if
a
bigger
group
comes
together
in
a
single
place.
It
is
human
nature
like
they
form
different
bounds.
They
they
talk
differently
in
a
meeting
they
meet
after
the
meeting
in
like
the
micro
kitchens
or
like
some
some
social
areas
that
you
can't
replicate
so
being
fully
remote,
actually
is
an
opportunity
in
that
sense,
right.
A
A
So
you
know
when
we
talk
about
contra
like
contributing
to
culture
and
when
we
talk
about
setting
norms,
that's
great
to
do
it's
cool,
but
why
right
like
like?
What
do
you
actually
get
from
that?
Besides
a
better
work,
environment
and
google
always
had
this
like?
We
still
have
it
this
20
program,
where
you
could
spend
20
of
your
time
doing
something
else
that
made
google
better.
It
was
pretty
cool,
that's
how
this
team
started
technically,
and
you
know
google's
more
than
the
sum
of
its
okrs
as
well.
A
How
we
mix
that
into
manager
trainings
how
we
socialize
that
across
the
organization,
that's
a
process
that
you
know
just
because
of
google
scale
that
we
had
to
do.
I
don't
think
that
works
for
every
company.
Right
like
you,
don't
may
not
need
a
very
clear
definition
of
community
contribution
or
very
clear
performance
review
like
it
might.
You
just
might
be
like
hey
that
person's
awesome.
A
G
I
think
I
got
the
the
next
question
thanks
carter
and
marcus
for
doing
this.
This
is
really
insightful.
So
I'm
curious,
you
know,
having
I've
been
to
the
mountain
view.
Google
offices
before
and
they're
pretty
ridiculous
right.
I'm
they've
got
food
on
every
floor.
You've
got
buses
that
you
can
take
all
the
way
from
santa
cruz
and
the
mountain
here
for
free
and
do
your
wi-fi
on
there
you
get.
You
can
eat
breakfast
lunch
and
dinner.
G
Amazing
restaurants
all
over
the
place-
and
I
imagine
every
google
office
is
like
that,
but
all
that
went
away
during
the
pandemic.
So
I'm
curious.
You
know
I
feel
like
that,
probably
played
a
lot
into
google's
culture.
You
know
having
those
forums
and
those
awesome
perks
that
you
all
have
into
the
culture
of
google
with
the
pandemic.
All
that
went
away.
So
I'm
curious,
like
what
have
you
seen
in
terms
of
maintaining
that
culture,
because
you
don't
have
those
forms
anymore,
like
how's.
C
C
I
think
we
we
were
living
off
this
cultural
asset
we
have
built,
but
you
can.
You
can
tell
it's
actually
slowly
wearing
off
right,
so
people
at
home
there's
no
difference.
If
I
work
for
company
a
or
company
b
in
my
setup
in
my
surrounding,
so
you
basically
need
to
transform
culture
a
lot
more
in
like
a
digital
collaboration
as
well.
C
So
I've
seen
your
your
gitlab
handbook.
If
you
don't
have
anything
like
that,
I
think
that's
really
something
super
interesting
like
we
never
had
to
to
basically
build
a
non-physical
culture
around
us
and
like
this
is
certainly
something
we
could.
We
could
learn
from
like
a
remote
company
as
well,
but
still
many
of
like
the
the
values
and
the
beliefs,
the
company.
A
I
still
remember
where
I
was
and
exactly
what
I
felt
and
exactly
what
I
was
looking
at
when
I
got
the
heads
up
from
internal
moms,
that
we
were
about
to
go
full
remote
because
of
covid
like
like
I'm,
really
not
sure
if
it's
ptsd
or
if
I'm
excited
about
it
or
like
how
I
feel
I
think
I
need
more
processing
time.
But
what
I
did
know
is.
A
My
team
is
three
people,
oh
like
maybe
it
is
ptsd,
maybe
I'm
like
I
don't
know,
but
like
it
was
this
like
kind
of
amazing
yeah,
yikes
woof,
whatever
you
want
to
say
it
was
like
it
was
terrifying,
and
I
think
that
one
of
the
things
that
we
had
to
do
as
a
charter
of
our
team
is,
is
that
new
expectations
we
had
we're
against
the
clock.
One
of
the
clocks
was
the
2020
election
and
we're
like
we're
gonna
have
only
remote
stuff
for
the
oh.
A
My
gosh
like
what
are
we
actually
going
to
do
here?
What
do
we
need
to
do
before
we
get
there,
knowing
that
this
is
the
main
way
people
are
going
to
engage.
It
was
hard
and
it
was
really
scary,
but
you
know
it
was
also
a
good
way
to
get
head
count
a
good
way
to
grow
the
team,
a
good
way
to
carve
out.
You
know
your
experience
and
figure
out
what
you
needed
to
do
and
prove
it
out
as
opposed
to
doing
pilots.
I
think.
A
F
A
C
C
So
how
on
earth
do
they
kind
of
work
from
home?
Some
people
I
met,
have
been
sharing
the
bedroom
because
they
have
been
in
the
same
same
apartment,
so
somebody
was
sitting
in
the
kitchen
and
everything
on
the
bed
to
just
get
work
done
right
and
that
there
was
a
very
interesting
moment
like
people
did
not
join
company
to
work
from
home
right.
We
never
asked
people
to
do
any
of
that.
A
Hey
the
the
other
thing
too,
like
I
josh
to
your
point
about
like
perks
and
stuff
more
precisely,
like
people
had
kind
of
forgotten
why
we
had
those
things
like
I.
So
when
I
joined
google,
I
always
loved
that
we
had
free
food
because
we
got
to
meet
people
and
I
loved
the
mk,
because
I
would
run
into
people
and
I
loved
the
bus,
because
I
had
to
love
the
bus
right.
The
bus
was
what
it
was
and,
thankfully
I
don't
get
motion
sick
and
could
do
a
bunch
of
icy
work.
A
I
think
the
pandemic
and
going
forward
mode
helped
us
realize,
in
the
absence
of
those
perks,
why
we
had
them
in
the
first
place
it
was
all
about
connection,
and
so
what
we
thought
about
was
not
replacing
it
with
a
monetary
value
right.
We
didn't
want
to
do
some
calculation
and
figure
out
that
your
food
is
worth
exactly.
This.
Therefore,
you'll
get
this
every
day,
yadda
yadda.
A
What
I
tried
to
think
about-
and
I
think
I
have
more
language
for
it
now
than
I
did
when
it
first
happened
in
retrospect
in
hindsight-
is
we
wanted
to
fill
the
gap
of
the
purpose
that
those
things
had
which
was
bringing
people
together
and
helping
them
have
serendipitous
moments?
So
I
think
once
we
angled
in
on
that
and
we
told
googler,
so
that's
what
we
were
doing.
That's
what
we
were
focusing
on.
We
weren't
cycling
conversation.
C
Yes,
I
think,
there's
one
specific
culture,
asset
or
value,
which
also
helped
us,
give
a
very
get
things
done,
mentality
and
like
very
kind
of
giving
very
much
autonomy
back
to
the
teams
every
individual.
So
the
moment
people
were
sent
home,
they
felt
encouraged
to
just
make
it
work
and
I've
seen
those
very
creative
ideas.
I've
seen
people
building
like
their
own,
like
sending
desks
at
home
and
stuff
like
that
in
many
other
companies
they
would
just
look
back
to
their
literature
and
say
well.
C
B
Okay,
thank
you
both
we're
just
set
time,
so
I'm
going
to
wrap
things
up
and
we
have
one
more
question
in
the
doc
that
maybe
carter
and
marcus,
if
you
want
to
just
like
respond
in
the
google
document
once
we
get
off,
this
call
would
be
great
but
just
wanted
to
say
a
huge
thank
you
to
both
of
you
for
taking
some
time
out.
I
feel,
like
I've,
learned
a
lot
from
this
discussion
and
I
hope
everyone
else
has
too
I'll
post
the
recording
in
the
handbook
soon
and
yeah.
Thank
you
again.