►
From YouTube: TrustMetryx AMA with GitLab People Leaders
Description
The Learning & Development team and a group of people leaders at GitLab held an AMA with TrustMetryx: https://www.xmetryx.com/, to learn more about the tool and to pilot it with their teams.
Learn more about GitLab Learning & Development: https://about.gitlab.com/handbook/people-group/learning-and-development/
Learn more about TrustMetryx: https://www.xmetryx.com/
A
Awesome
well
thanks
everyone
for
for
joining
us
here
today.
I'm
really
excited
to
be
joined
with
dr
jeb
hurley
and
elena
from
trustmetrics,
and
I
was
introduced
to
jeb
a
couple
of
months
ago
and
he
did
a
you
know,
a
learning
speaker
series
on
building
trust
with
remote
teams,
and
you
know
during
the
the
manager
challenge
program
you
know.
A
Building
trust
was
like
a
really
big
theme
throughout
the
whole
program
and
dr
hurley
and
elena
have
developed
this
really
cool
software
on
how
to
measure
trust
within
your
teams,
and
I
think
I'm
really
excited
that
you
all
have
volunteered
to
participate
in
the
pilot.
I
think
for
this
call.
What
we'll
do
is
you
know
the
team
will
introduce
themselves.
You
know
trust
metrics,
do
a
quick
overview
of
what
what
to
expect
and
go
through
the
onboarding
program
as
well.
B
Yeah
fantastic,
thank
you
josh,
the
and
good
morning
or
whatever
the
appropriate
time
zone
for
everybody.
Knowing
that
it's
get
lab,
which
means
you,
you
guys
are
all
somewhere
else
other
than
where
probably
josh
is
and
and
myself,
which
is
at
the
moment
out
in
scottsdale
arizona,
so
forgot
for
gone
ski
season
this
year.
But
it's
not
bad
to
spend
time
hiking
out
in
the
the
sonoran
preserve.
That's
where
we're
hanging
out
yeah,
just
I'm
not
going.
I
won't
go
through
any
sort
of
extensive.
B
Take
a
journal
be
on
a
journey
towards
one
that
is
around
trust,
trust-centered
leadership
and,
most
importantly,
because
the
aha
that
came
from
my
I
work
in
research
that
there
really
is
a
formula
for
creating
exceptional
teams,
but
it's
quite
different
than
what
a
lot
of
the
sort
of
20th
century
models
produced,
and
this
one
takes
people
on
a
journey
towards
trust.
Centered
leadership
based
on
this
interesting
combination
of
behavioral
science,
the
neurobiology
that
supports
it
and
software.
B
So
often
when
you,
when
you
see
extraordinary
teams
at
work,
you're
you're
likely
witnessing
behaviors
that
maximize
trust
and
really
fire
up
the
neurobiology
in
our
brains,
and-
and
this
is
just
this-
is
true
of
sort
of
what
we
experience
as
human
beings.
It's
also
it's
also
incredibly
powerful
because
it
sits
below
things
like
culture
and
sort
of
generations
and
and
the
things
where
differences
often
get
in
the
way
and
what
it
means
is
that
and
what
we're
going
to
walk
through
very
quickly
today.
B
B
So
what
you'll
see
is
how
we're
combining
the
brainware
and
the
software
and
that's
what
ultimately
creates
what
is
really
kind
of
the
leadership
hack
for
accelerating
both
development
and
performance.
So
that's
what
we're
going
to
walk
through
today,
we'll
start
with
her
and
and
I'll.
Let
my
co-founder
elena
newton
quickly
introduce
herself,
but
what
we'll
do
is
I
want
to
show
you
a
couple
of
quick
videos.
One
is
about
trust
metrics
so
that
we're
all
starting
from
the
same
baseline
and
you
can
explore
a
lot
more
information
about
it.
B
The
second
is
a
very
short
video
from
me
that
you
can
share
with
your
teams
that
talks
a
little
bit
about
that
process
and
then
we'll
walk
through
the
onboarding
itself.
It's
a
30-day
onboarding
program
very
light
on
time,
commitment
from
you,
but
it's
also
designed
to
ensure
that
you
get
the
most
out
of
both
trust
metrics
as
a
platform,
but
also
the
kind
of
the
brainware
behind
it,
which
is
designed
to
help
move
teams
towards
this
trust-centered
approach
and
maximize
people's
mental
health
and
well-being
as
much
as
it
is
performance.
C
Good
morning
or
afternoon,
as
jeff
said,
appropriate
time
zone,
my
name
is
elena,
I'm
the
technical
co-founder
for
xmetrix,
and
also
my
I
will
tell
you
just
quickly.
My
background
is
customer
experience
and
making
sure
that
people
are
happy.
So
I'm
here
to
help
make
sure
that
you
guys
have
what
you
need
to
be
successful
and
that's
about
it.
B
She's,
very
modest
she's,
also
an
extraordinary
front-end
designer
and
developer,
combined
with
handling
customer
success
and
and
the
people
side
of
it
so,
which
is
an
unusual
combination
and
yes
for
anyone
on
you
know
sort
of
the
call
of
duty.
You
know
if
you
deal
with
that
or
appreciate
that
it's
phenomenal
actually
to
have
someone
with
that
type
of
skill
set
cool.
So
josh
did
you
want
to
do
a
quick
round
sort
of
round
the
table
or
with
the
team
or
in
the
interest
of
time.
A
A
All
like
seen
the
overview,
but
maybe
you
know
if
they
haven't
I'll
post
more
links
in
the
stock
and
they
can
just
watch
it
versus
using
this
time
and
then
maybe
we
just
do
like
a
high
level
overview
of
the
program,
the
onboarding
program
and
then
do
a
do
an
ama.
I
think,
there's
some
questions
already
in
the
document
for
for
you
of
just
kind
of
the
logistics
and
how
it
works.
B
Okay,
fantastic,
that
sounds
that
sounds
great.
Then
we
can
jump
right
into
the
into
the
onboarding
itself
and
well,
actually,
let
me
sort
of
every
quick
sort
of
raise
of
hands
has
every.
Has
everyone
seen
the
sort
of
the
the
trust
how
trust
metrics
sort
of
works?
That's
short,
I
think
it's
about
one
minute.
Video
is
everybody
taking
a
look
at
that
yeah?
B
A
A
A
C
F
B
Is
that
everybody
that
is
the
crew?
Okay,
fantastic
good,
to
meet
everyone?
And
so,
as
josh
said,
there's
there
are
a
lot
of
resources.
I
think
that,
and
so
we'll
jump
right
into
the
onboarding.
The
only
prologue
I
would
give
to
that
is
the
the
whole.
You
know,
as
I
described
earlier,
the
whole
the
whole
insight
that
drove
us
towards
trust.
B
Metrics
is
all
about
how
and
this
really-
and
this
is
the
key
to
its
to
its
success
and
also
the
success
of
accelerating
soft
skill,
development
and
building
a
trust-based
culture
on
the
team
is
the
way
in
which
people
engage
around
the
little
things
that
annoy
or
get
in
the
way
and
then
how
you
resolve
those
as
a
team.
So
it's
very
much
about,
particularly
in
remote
teams.
B
It's
very
much
creating
an
environment
in
which
teams
work
together
to
create
the
small
nudges
small
actions
or
behavioral
changes
that
constantly
and
consistently
address
any
any
little
gaps.
And
these
these
are
typically
around
values
right
which
at
gitlab
is
a
big
deal.
They're
around
motivation,
sort
of
are
are
things
getting
in
the
way
of
what's
keeping
people
energized
and
then
simply
around
the
behaviors,
like
around
communications
collaboration
and
other
other
areas,
and
my
my
work
with
teams
and
a
lot
of
elite
teams.
B
You
know
one
of
the
keys
to
the
trust
being
the
catalyst
was
that
it.
It
enables
these
candid
conversations
that
result
in
continuous
improvement
on
those.
The
two
levels
I
mentioned
one
is
around
performance,
but,
equally
importantly,
it's
what
it
does
for
people's
well-being,
their
mental
health
and
the
well-being
of
your
people
on
the
team,
because
you're
consistently
addressing
the
things
that
or
that
can
ultimately
can
degrade,
trust
and
ultimately,
diminish
engagement
and
and
energy
on
a
team.
C
B
Your
engagement
with
it
is
is
light,
but
the
idea
is
that
we
combine
a
combination
of
and
you'll
see
the
little
video
notations
there
around
as
you
get
started
with
trust
metrics,
it's
typically
with
feedback
from
the
team
itself,
how
the
how
people
are
doing
on
the
team,
as
well
as
to
you,
the
team
leader
in
terms
of
their
feedback,
to
to
you
in
terms
of
the
level
of
support
they're
getting
around
the
values.
Motivation
center,
as
I
described
earlier,
and
the
way
we've
structured
it
is
coming
into.
B
How
are
things
going
and
we'll
continue
that
through
the
two
middle
weeks,
and
then
in
week,
four
we'll
have
a
retrospective
and
that's
really
that's
about.
How
did
you
know
how
did
it
go?
You
will
have
gotten
two
sets
of
feedback
from
within
the
team
and
one
set
of
feedback
to
you
as
a
team
leader,
and
this
will
be
an
opportunity
for
for
you
to
give
feedback
of
course
to
us,
but
also
for
us
to
do
a
check-in
around
hey.
Did
you
see
real
value
in
you
know,
so
then
trust
metrics?
B
How
did
it
go?
You
know?
Were
there
any
glitches
along
the
way
and
then
and
then,
of
course,
looking
at
the
path
forward
again
how
to
really
maximize
the
value
of
this
for
you
and
your
team
cool,
so
that
is
it
as
an
overview?
I
don't
know
elaine
if
you
want
to
quickly
just
flip
down
through
the
see,
if
there's
any
particular
highlights
again
on
the
on
week
before
the
call
there's
the
team
setup
and
the
the
double
checking
elena.
B
Through
the
specifics
of
how
we'll
provide
you
with
the
code
and
and
the
the
logistics
of
that,
a
few
action
items
are
before
the
kickoff
call
and
then
the
kickoff
itself,
as
I
described
this,
is
really
around
you're
ready
to
to
get
to
the
first
feedback
in
insights
week.
One
again
coaching
call
this
will
be
around
your
team
team
feedback
and
then
in
week,
two
we'll
get
you
the
feedback
to
you.
The
the
leader.
A
B
B
Yeah,
so
the
whole
idea
behind
the
onboarding
is
that
it's
a
combination
of
sort
of
the
continue
well.
Continuation
of
I
think
that
the
the
manager
challenge
that
that
you've
all
been
through
with
josh
but
in
terms
of
providing
some
quick
coaching
around
the
behavioral
side
of
soft
skill
development
on
a
team
as
well
as
in
in
a
data-driven
way,
so
that
you're
seeing
the
data
you're
getting
the
feedback
have
the
opportunity
to
answer
any
questions
and,
at
the
end
of
four
weeks,
hopefully
you're
looking
at
something
where
you
say
wow.
B
A
Yeah
what
I
really
liked
about
it
was
just
having
like
insight.
You
know,
because
we
trialed
it
on
our
own
team.
It's
just
like
having
insight
into
you
know:
what's
working,
what's
not
working
and
it
being
like
non-attributable,
you
know
to
the
specific
team,
member
and
just
being
able
to
identify
themes
and
areas
where
we
can
improve
on
to.
You
know
improve
that
team
dynamics.
A
B
Yes,
yeah
exactly
thanks,
josh
and
and,
as
I
josh
had
mentioned
at
the
outset,
a
lot
of
resources.
There
there's
a
full
micro
course
on
remote
team
leadership,
and
I
know
you
know
it's
interesting
talking
to
gitlab,
because
you
guys
are
like
that.
The
poster
children
for
how
to
do
this
right,
but
I
think
you'll
find
that,
in
my
experience
has
been
that
even
in
organizations
that
have
really
got
remote
down,
sometimes
the
behavioral
behavioral
dynamics.
B
C
A
C
C
I
oh
thank
you
so
well.
I
just
wanted
to
let
you
guys
know
what
to
expect.
So
I
will
send
you
today,
each
of
you,
a
you'll,
get
a
code
and
a
how-to
on
how
to
sign,
sign
yourself
up
and
get
started.
Get
your
team
members
entered
and
get
your
first
surveys
going
so
that
we
can
then
do
the
next
ama
that
basically,
that
kickoff
that
says,
okay,
you've
started
getting,
I
started
getting
feedback
and
then
really
what
to
expect
and
what
to
do
with
it.
E
C
E
C
Of
course,
of
course,
yes,
there
is,
and
we
can
do
I
can.
I
can
like
step
offline
with
you
and
show
you
how
to
do
it,
but
basically
you
can
use
groups
and
when
you
set
up
your
team
so
that
you
can
see
exactly
like
how
people
are
divided
out
and
that
way
you
can.
You
can
specifically
say
like
well
this
this
this
group.
I
want
to
ask
this
question
this
group.
C
B
Yeah,
that's
a
that.
That's
all
is
a
sure.
That's
that's
a
great
way
to
think
about
it
because
there's
there's!
Definitely
if
you
have
managers
reporting
to
you
who
then
have
direct
who
have
individual
contributors,
you
actually
do
want
to
think
about
it,
a
little
bit
differently
in
your
role,
because
you're
going
to
see
data
that
also
provides
you
with
comparatives
across
leaders
as
well
as,
of
course,
the
feedback
they're
getting
so
yeah.
Setting
that
up.
That's
a
that's
a
fantastic
opportunity
to
I
didn't
realize
we
were.
B
We
had
any
managers
of
of
team
leaders
in
in
the
group
here,
but
and
that's
one
that
sort
of
as
you
dive
into
that.
I
don't
know
if
there's
anyone
else
in
that
situation,
but
I'm
happy
to
also
sort
of
offline
talk
a
little
bit
about
sort
of
how
you
maximize
that
when
you,
when
you're
you've
got
a
layer
of
leaders
beneath
you.
D
A
A
B
Yeah
good
question:
I
think,
there's
there's
two
ways
to
look
at
it.
One
is
using
the
the
relationship
strain
score,
which
is
a
measure
of
it's
actually
a
measure
of
trust,
but
people
kind
of
freak
out
with
trust.
So
I
use
relationship
strength
but
using
that
metric
as
as
a
comparison
with
other
standard
metrics
within
the
company.
B
So,
for
example,
for
a
quick
example
a
while
back,
there
was
a
large
division
at
yield
pad
hp
that
had
their
head
engagements
stuck
in
the
like
mid
50s
for
like
two
years,
and
they
you
they.
We
use
trust
metrics
and
over
a
period
of
six
months
that
they
began
tracking
the
the
strength
of
relationship
between
teams.
This
was
a
lot
of
a
large
division,
a
lot
of
inner
team
issues
and
as
they
fix
those
their
engagement
score,
so
they
compared
the
relationship.
Strength.
B
B
It's
you
know,
are
we
seeing
the
strength
of
relationships
and
sustaining
those
within
my
team,
because
and
and
that,
because
you're
measuring
trust,
you're
measuring
relationship
strength,
you,
as
a
team
leader
or
or
a
manager
of
managers,
your
insurance
case
that
ability
to
to
actually
see
how
well
not
only
how
well,
is
my
team
performing
on
hard
metrics,
whether
it
be
revenue
or
customer?
You
know
customer
success,
metrics
or
whatever,
but
you
know,
how
is
the
team
saying
this?
B
This
individual
leader
is
doing
in
terms
of
inspiring
the
level
of
of
trust
and
and
the
things
that
we
really
want
in
our
leaders
that
they
they're
demonstrating
that
capability.
So
that's
the
other.
You
know
if
I
for
trust
metrics,
but
the
other
really
big
one
is
there's
a
strong
correlation
between
people's
mental
health
and
well-being
and
the
relationship
strength,
you're,
seeing
being
demonstrated.
B
They
have
their
bad.
You
know
it
has
we're
human,
it
happens,
and
so
trust
metrics
by
giving
you
a
a
way
to
you
know,
think
of
it
as
part
of
your
stand-ups
or
your
it's,
not
it's
not
somebody
else's
survey.
This
is
your
team's
tool
for
gathering
insights
that
you
together,
you
owned
it
as
the
team,
and
so
the
more
people
are
willing
to
be
vulnerable
to
put
out
their
things.
I
mean
not
personal
about
themselves.
Necessarily
but
saying
hey.
B
You
know
x
is
happening
here,
or
I
feel
as
though,
why
isn't
happening,
and
it's
causing
me
you
know
to
you,
know
to
not
be
able
to
feel
as
though
I'm
engaging
to
the
level.
I
should
your
ability
to
address
those
as
a
team
like
it's
so
powerful,
because
it's
it
and
it
also
as
leaders
and
removes
the
burden
from
your
shoulders
as
being.
B
A
B
Anything
quite
or
questions
about
what
you
saw,
how
sort
of
how
trust
metrics
sort
of
works,
or
you
know
anybody
who
wants
to
geek
out
on
the
neurobiology
that
sits
behind
it.
I
can
talk
about
neurotransmitter
stacks
that
we're
stimulating,
although,
but
I
won't
do
that
voluntarily.
But
if
you
ask
I'm
happy
to
answer.
A
I
think
you'll
you'll
probably
get
we'll
get
more
feedback
and
questions
after
we,
you
know,
launch
and,
of
course,
gets
into
the
tool
and
checks
it
out.
So
I
think
like
logistically
what
I'll
do
is
I'll
just
schedule
like
a
30
minute
ama
every
week
for
the
next
couple
weeks,
if
that's
okay,
like
maybe
the
same
time
moving
forward,
I
know
everyone
has
busy
schedules
so
we'll
record
the
meeting.
But
how
does
that
sound?
Does
that
sound,
okay
and
then
we'll
just
go
from
there
perfect.
B
Perfect
and
then
you
know
in
parallel,
we'll
I'll
reach
out
connect
with,
because
we'll
have
your
email,
I'll
reach
out
and
connect
with
with
everyone
on
linkedin
as
well
or
you
can
also
use
my
email
jebidexmetrics,
but
if
you
have
questions
along
the
way,
really
I
this
is
truly.
This
is
my
passion.
So
if
you
have
questions
about
you
know
your
individual
team
situations,
please
don't
hesitate.
B
I
mean
truly
view
me.
I
mean
this
is
a
real
good.
This
is
a
really
good
deal
during
the
onboarding.
I
mean
this
is
sort
of
free
coaching
that
I'm
delighted
to
provide-
and
you
know
any
assistance
that
I
can
lend
to
helping
you.
You
know
ensure
your
team
is
operating
at
the
levels
that
you
guys
want
and
expect
I'm
here
to
help
with
that.
So
don't
hesitate.
Please.