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From YouTube: Leadership AMA with Sid, CEO & Co-founder of GitLab
Description
During the February 2022 Manager Challenge, Sid, GitLab CEO and co-Founder, joined the cohort for leadership AMA.
Learn more about the Manager Challenge: https://about.gitlab.com/handbook/people-group/learning-and-development/manager-challenge/
Learn more about Learning & Development: https://about.gitlab.com/handbook/people-group/learning-and-development/
A
B
C
C
Sounds
good
first,
I
just
wanted
to
say
thank
you
for
taking
the
time
to
meet
with
us
and
answer
our
questions.
It's
been
awesome
to
see
just
how
engaging
you
know
the
the
c-suite
and
the
executive
team
has
been
with
you
know,
coming
on
board
to
answer
questions
and
give
us
pointers
there,
but
I
was
curious.
You
know
with
the
company
recently
going
public.
How
do
you
really
balance
the
fiduciary
duty
of
needing
to
be
sales
driven
to
appease?
C
D
Thanks
thanks
for
the
question,
appreciate
that,
and
I
think
our
fiduciary
duty
is
to
to
to
grow
the
value
of
the
company
both
on
the
in
the
short
term
and
the
long
term,
and
I
don't
think
there's
any
any
particular.
I
don't
think
he
yeah
seals
culture,
I
I
don't.
We
have
one
culture
at
get
lab,
it's
not
dependent
on
any
department
and
many
people
are
involved
with
meeting
short-term
goals
and
long-term
goals.
D
There
is
a
balance
between
long-term
and
short-term
goals,
and
I
think
if
you,
if
you
hit
your
short-term
goals,
it
gives
you
the
opportunity
to
invest
term
and
in
in
the
history
of
the
company.
Before
we
were
public.
There
were
a
few
times
where
we
had
to
rally
to
meet
our
short-term
goals
and
I
think.
C
E
D
Our
lead,
independent
board
member
godfrey,
gave
me
the
book
situational
leadership.
I
was
familiar
with
the
concept,
but
I
wasn't
surprised
that
he
gave
that
because
he's
he's
really
good
at
it
and
I
it's
a
blog
post
out
with
like
things
I
consider
when
delegating,
and
I
think
we
called
it
a
situat
situational
leadership
blog.
Maybe
someone
can
link
that.
F
I
am
next
during
my
ceo
shadow.
I
noticed
that
the
first
five
minutes
of
your
one-on-ones
are
often
spent
with
small
talk,
either
a
trip
or
a
life
event,
and
I
found
that
surprising
even
for
you
that
you
would
do
that.
Can
you
speak
to
the
importance
of
this
and
how
it
plays
into
leading
a
remote
organization.
D
D
D
D
And
that
can
be
like
hey.
Can
we
schedule
a
meeting
to
discuss
this
that
kind
of
creates
time
and
space
to
work
on
it?
I
find
it
very
difficult
to
kind
of
motivate
myself
to
find
two
hours
to
type
up
a
big
document
and
so
kind
of
I
I
I
try
to
find
out
who
is
it's
close
to
and
I
collaborate
with
that
person
and
then
the
other
thing
I
do
to
be
proactive
instead
of
reactive
is
in
my
one-to-one
agendas
with
my
reports.
D
C
D
G
Hi
sid
at
previous
companies
oracle
been
a
bigger
one.
I
noticed
there
was
a
challenge
with
recruitment
teams
or
first
night
managers
that
had
stretch
targets
and
finding
the
right
people
and
keeping
the
right
culture
in
the
business
enjoying
periods
of
high
growth.
I'm
just
curious
from
your
perspective,
given
our
hiring
target.
What
what's
your
thoughts
on
the
key
things
to
to
think
about
and
and
how
we
could
work
to
help
to
address
that.
D
D
A
I
I'll
chime
in,
I
think,
there's
a
we
talked
a
little
about
during
this
program.
Is
that
some
folks
they
were
hired
to
do
a
certain
job
and
since
we've
grown
so
much,
their
role
has
really
expanded.
So
how
do
you
build
the
skills
to
close
the
gap?
I
see
that
as
being
a
being
a
challenge
as
we
move
forward
as
well
like
how
do
we
raise.
H
Asker
I
said
that
this
question
relates
to
the
previous
one
a
little
bit
about
culture
as
well.
So
as
new
leaders
come
in
so
say,
you
know,
a
director
leaves,
or
you
know,
senior
manager
leaves
and
comes
in.
I've
been
hearing
just
over
coffee,
chats
and
water
cooler.
Conversations
that
it's
it's
a
bit.
People
are
finding
it
difficult
to
encourage.
I
don't
want
to
use
the
word
enforce,
but
to
remind
people
that
they
report
to
to
work
the
get
lab
way
and
and
enact
our
values.
H
It's
not
diversity
or
transparency,
it's
more
operational.
So,
for
example,
I've
had
you
know,
senior
leaders
send
internal,
you
know
emails
to
a
group
of
people
tasking
them
or
you
know
not
not
following
agenda,
so
just
start
kind
of
letting
the
conversation
move
in
different
directions
or
slack
best
practices,
and
I
know
that
you
are
a
great
example
of
always
very
you
know,
kindly
and
openly
asking
people,
but
I
think
when
it's
a
new
manager
and
you're
reporting
to
them,
it's
just
it's
difficult,
especially
when
it's
it
happens
over.
H
D
No,
I
I
see
the
problem
and
I
find
it
harder
to
like
correct
portman
or
like
educate
board
members,
don't
get
my
best
practices.
Then
then
my
reports
too,
like
I
think
it's
it's
easier
to
give
feedback
to
your
reports,
then
to
your
manager
because
they're
in
a
position
of
power,
and
so
I
don't
see
an
easy
solve
for
that.
D
What
we,
what
we
could
do
is
in
the
oven,
boarding,
say:
hey
note:
the
five
pieces
of
feedback
from
gitlab
communication
style
that
people
have
given
you
this
way,
you're
no
longer
like
bugging
them
to
change.
You're
like
oh,
thank
you.
I
needed
one
of
those
nil
and
if
they
don't
get
them,
they'll
actually
solicit
it
like
hey.
Does
anybody
have
any
feedback
about
how
I
fit
into
the
gitlab
communication
style?
I
This
is
a
great
question,
christina,
hey
sid,
so
my
question
is
about
striking:
how
do
you
strike
the
balance
between
providing
guidance
to
one
of
your
team
members
and
giving
them
the
space
to
let
them
make
their
own
mistakes?
I
think
it
stems
from
godfrey's
ama
and
about
being
a
board
member
versus
operator.
I
found
that
really
interesting
to
hear
about.
I
know
that's
not
exactly
the
same
because,
like
in
one
case,
you
know
he's
a
board
member
versus
like
it's
your
manager,
but
like
kind
of
similar
threads.
D
Yes,
like
any
answer
in
business
school,
it
starts
with,
it
depends,
but
I'm
gonna
get
more
specific.
Don't
worry!
This
is
a
delegation
question
right.
So
if
you
delegate
like
how
much,
how
much
room
do
you
give
people
to
make
their
mistakes
and
it
depends
on
the
situation
and
I
I
think
I've
collected
the
world's
longest
list
of
of
things
you
could
look
at
when
delegating
so
how
proficient
is
the
report?
If
you
know
the
report
is
super
junior,
you
you
shouldn't
give
them.
D
D
D
What's
the
what's
the
learning
opportunity
like
if
I'm
doing
a
live
stream
or
if
I'm
doing
it
in
a
group
setting?
Oh
there's,
there's
different
things
like
sometimes
you
make
the
correction,
so
other
people
also
know
like
hey.
You
shouldn't
have
mentioned
people
in
a
slack
channel
and
it's
not
you're,
not
just
communicating
with
that
person.
You're
kind
of
communicating
it
to
a
broader
audience.
D
What's
a
reporting
relationship,
I
feel
very
comfortable
giving
feedback
to
a
report.
I
don't
feel
very
comfortable
giving
feedback
to
someone
three
levels
away
from
me
like
and
I
see
it
get
lab
and
you
get
the
you
get
the
big
boss
saying
the
xyz.
That's
that's
very
much
more
impactful,
so
you
should
be
more
careful.
D
D
D
D
Can
I
point
them
to
metrics
like
most
of
the
time
we
try
to
like
automate
feedback
or
or
kind
of
make
it
make
it
a
continuous
process?
Look
at
our
key
meetings,
like
people
present
how
they're
doing,
according
to
all
the
key
metrics
and
I
have
to
say,
like
hey,
those
numbers
should
be
higher
like
the
graph
is
laying
that
out
for
them
and
they
they
are
voicing
over
what
they're
going
to
do
about
it.
D
I
D
G
G
Yeah
no
worries,
I
just
had
a
question
I
just
thought
of
so
it
hasn't.
I
haven't
written
it
very
well,
but
part
of
our
values
is
the
you
know.
Obviously
the
importance
of
iteration
and
speed,
and
I
was
thinking
in
your
role
as
ceo.
I
imagine
that
most
of
those
decisions
are
actually
quite
impactful
and
important.
So
in
your
own
leadership
journey
like
was
there
a
a
step
to
overcome
for
you
to
maintain
that
speed,
even
though
each
of
these
decisions
would
typically
lend
to
increased
stress
and
a
sense
of
responsibility,
just
curious.
D
I
think
what
I'm
most
often
doing
or
what
I
really
like
doing,
is
helping
other
people
and
a
company
to
iterate
to
make
something
smaller
like
we
have
a
problem
with
product
analytics,
we
rate
limited
it.
Should
we
communicate
that
we're
deprecating
the
category,
no
just
communicate
that
you
rate
limited
the
thing
like
don't
make,
don't
make
it
a
bigger
decision,
so
I
think
most
of
the
time
I
help
people
kind
of
make
it
make
it
smaller.