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Description
Biggest Risks Handbook Page: https://about.gitlab.com/handbook/leadership/biggest-risks/#loss-of-the-values-that-bind-us
A
Hi,
I'm
jc
on
the
learning
and
development
team
at
get
lab
and
I'm
joined
by
sid,
our
ceo
and
co-founder
today
during
this
handbook
learning
session,
we're
going
to
be
talking
about
biggest
risks
and,
in
particular,
the
loss
of
the
values
that
bind
us
so
sid.
The
values
are
a
key
reason
that
many
people
join
gitlab.
The
loss
of
the
values
that
bind
us
is
a
risk
outlined
in
the
on
this
handbook
page.
How
do
we
ensure
that
we
don't
lose
the
values
over
time
as
we
grow.
B
Yeah,
I
think
the
only
way
to
do
that
is
to
constantly
reinforce
the
values,
I'm
very
proud.
We
have
20
ways
to
reinforce
the
values
and
one
of
the
most
significant
ones
is
that
they
they
are.
They
live,
so
we
had
over
200
changes,
I
think,
to
the
values
last
year.
So,
but
we
do
many,
many
other
things.
A
B
B
Then
I
think
to
look
at
what
value
is
most
at
risk.
I
think
that
is
iteration,
because
it's
so
very
hard
to
do
and
so
counter-intuitive
you
hire
people
who
are
very
ambitious.
They
have
big
plans,
but
then
they
need
to
ship
those
and
realize
those
in
small
increments,
and
that
is
very
very
hard
and
that's
why
I
focus
a
lot
on
that
value
with
office
hours
and
other
initiatives.
A
B
Yeah
they
should
say
something,
and
in
most
cases
that
will
be
to
the
to
the
team
member
who,
you
think
is
making
a
mistake.
I
think,
especially
with
diversity,
inclusion
and
belonging.
It's
important
to
speak
up
early,
because
if
something
is
small,
it's
relatively
easy
to
have
like
a
one-to-one
conversation
and
give
the
other
person
feedback
and
a
chance
to
improve.
B
If
something,
if
behavior
doesn't
get
addressed,
it
tends
to
grow
over
time
and
some
someone
may
make
a
bigger
mistake
or
in
a
bigger
audience
or
a
more
visible
audience
or
kind
of
things
compound.
So
that's
why
we
have
that
sub
value
speak
up
early
and
give
the
other
chat
person
a
chance
to
correct
early
when
that
is
that's
easy
for
all
parties
involved.
B
B
Yeah,
you
should
expect
us
to
lead
by
example-
and
I
mentioned
my
office
hours
for
iteration-
also,
for
example,
focus
on
results
over
input
and
like
something
that
I
don't
want.
An
executive
team
member
to
say
is
like
oh,
why?
Why
does
that
team?
Member
have
time
for
that
shouldn't
they
focus
on
something
else.
Well,
they
decide
what
they
spend
time
on.
Let's,
let's
evaluate
people
by
the
results
they
produce,
not
by
what
time
they
put
in
or
where
they
put
in
time,
and
that's
that's
hard.