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From YouTube: Making Remote Work - Darren Murph
Description
Making Remote Work - Darren Murph
A
A
A
That
is
amazing,
especially
when
you
consider
that
we
don't
have
any
company-owned
offices
at
all,
and
we've
been
doing
this
for
a
really
long
time
and
now,
suddenly
it
is
applicable
to
many
other
organizations
around
the
world,
and
although
we
are
all
remote,
the
proven
principles
that
have
taken
us
to
where
we
are
are
equally
applicable
in
hybrid
remote
and
co-located
settings.
We
like
to
say
that
all
remote
forced
us
to
do
a
lot
of
things
that
organizations
should
be
doing
anyway.
A
So,
first
off
I
want
to
start
with
a
bit
of
levity.
So
what
does
working
from
home
mean
to
you-
and
I
asked
this
a
bit
tongue-in-cheek,
but
truth
be
told
what
we've
been
doing
for
the
past
year
is
not
intentional
remote
work,
it's
crisis-induced
work
from
home
and
they
are
not
entirely
the
same
and
we
will
parse
through
some
of
those
differences
in
the
slides
ahead.
A
A
Remote
work
is
less
about
where
work
happens
and
more
about
how
work
gets
done.
So
if
you
truly
want
to
embrace
remote
first
principles,
audit,
your
workflows
and
your
cultures
to
ensure
that
they
can
happen,
no
matter
where
anyone
is
on
any
given
day.
This
leads
to
business
resiliency
when
the
next
crisis
comes.
If
everyone
has
to
disperse
you're
assured
that
work
can
continue.
A
I
also
want
to
highlight
a
few
remote
realities.
So
what
has
happened
during
the
covet
19
pandemic
isn't
actually
remote,
it's
crisis-induced
work
from
home
and
although
we
both
get
to
lose
the
commute
in
remote
and
work
from
home,
most
of
the
other
benefits
of
true
intentional
remote
work
aren't
really
possible
during
a
pandemic.
A
But
we've
still
seen
organizations
say
productivity's
gone
up,
people
appreciate
the
flexibility,
and
I
assure
you
that
it
does
get
better
outside
of
the
pandemic.
The
second
reality
is
that
ambiguity
is
okay.
A
lot
of
leaders
are
trying
to
figure
out
what
their
remote
transition
looks
like
and
they're
frustrated
that
they
don't
have
everything
completely
solved
from
the
word
go
and
that's
okay,
everyone
is
figuring
it
out
and
iterating
as
we
go.
Iteration
is
a
core
value
at
get
lab
and
it
really
applies
to
making
such
a
massive
transformation
in
your
organization.
A
The
third
is
that
home
and
the
office.
These
days
looks
very
different.
Many
of
us
have
kids
at
home.
We
have
pets
at
home.
We
have
a
lot
of
different
and
new
stress
triggers,
and
this
leads
to
something
that
I
want
to
encourage
leaders
to
really
lean
into,
which
is
empathy
and
making
sure
that
you
put
your
own
oxygen
mask
on
first
to
make
sure
that
you
can
be
there
for
other
people
in
your
organization.
A
A
A
The
first
is
diversity
when
you
truly
lean
into
remote
you're
able
to
unlock
geographic
diversity
that
is
very
difficult
to
do
in
any
other
form
or
fashion.
At
gitlab
we
have
team
members
in
over
65
countries
and
the
geographic
diversity
and
the
cultural
diversity
that
is
poured
into
our
product
and
our
team
and
our
values
would
be
impossible
to
replicate
by
bringing
everyone
to
the
same
city,
because,
although
you
could
bring
people
from
different
countries
to
the
same
place,
eventually
they
would
adapt
to
their
new
surroundings.
A
Remote
work
is
incredibly
empowering.
It
is
a
universally
applicable
perk
that
each
individual
can
use
to
service
their
own
unique
lifestyle
and
it
creates
an
amazing
amount
of
freedom
and
autonomy
and
when
it's
embraced
at
the
organizational
level,
people
end
up
pouring
much
more
into
the
organization.
A
A
So
cities
are
going
to
start
competing
one-on-one
based
on
being
the
most
livable
town,
which
is
a
much
more
sustainable
and
long-term
approach,
even
as
people's
careers
evolve.
Hopefully
they
still
stay
in
the
same
place,
and
that
is
the
kind
of
competition
that
you
want
at
the
municipal
level.
The
second
is
solving
housing
crises.
You
take
a
look
at
places
like
san
francisco,
los
angeles,
singapore,
london.
A
If
some
of
these
vacant
offices
can
be
converted
into
housing,
you
solve
two
problems
at
once.
A
lot
of
people
in
some
of
these
large
cities
have
actually
been
displaced
from
what
was
their
home
because
they
can't
afford
it.
Now
that
a
different
industry
has
moved
in,
and
hopefully
this
will
start
to
reverse
that
trend,
and
the
third
is
spreading
opportunity.
A
Remote
work
has
the
power
to
massively
reverse
rural
depopulation.
Many
amazing,
small
and
mid-sized
towns
around
the
world
are
seeing
their
best
talent
and
their
best
minds
flee
to
large
or
larger
urban
centers
for
career
opportunities.
Remote
work
has
the
power
to
reverse
that
trend
and
reinvigorate
these
important
cultures.
A
Now
I
want
to
get
tactical
here
for
a
few
slides
people
often
ask:
how
does
gitlab
do
it?
One
of
our
sub
values,
the
substantiator
of
our
values,
is
boring
solutions
so
a
lot
of
times.
We
will
look
for
the
most
boring
thing
to
completely
transform
how
we
work
so
scaling
knowledge.
I
want
to
point
to
a
boring
solution
here.
Every
answer
should
be
a
link
at
gitlab.
A
Whenever
a
team
member
asks
someone
for
information,
the
goal
is
to
be
able
to
answer
that
with
a
link
to
the
gitlab
handbook
which,
by
the
way,
is
over
10
000
pages
now,
but
it
didn't
always
start
it
didn't
start
that
way.
But
if
you
have
that
mindset
that
every
answer
should
be
a
link,
it
creates
this
culture
of
scaling
knowledge.
A
A
This
forces
us
to
do
work
within
the
gitlab
platform,
which
is
a
much
better
tool
for
work
and
thoughts
to
flow,
but
it
also
has
a
side
benefit.
If
we
don't
use
slack
for
work,
it
becomes
an
amazing,
informal
communication
tool.
A
lot
of
organizations
in
the
remote
transition
are
struggling
to
recreate
the
water
cooler,
but
if
you
don't
use
your
chat
tool
for
work
turns
out
it's
a
pretty
amazing
water
cooler.
A
Third,
I
want
to
talk
about
meeting
hygiene.
I'm
often
asked
how
do
we
make
meetings
better
and
my
response
is
always
don't
make
them
harder
to
have
so
that
you
force
work
into
more
asynchronous
channels
and
therefore
solve
the
zoom
fatigue
problem
as
well.
So
we
start
very
simple.
Every
meeting
that's
related
to
work
has
to
have
an
agenda.
So
if
you
get
a
work
related
invite
at
get
lab,
it
will
have
a
google
doc
agenda.
That
gives
you
an
overview
of.
A
I
would
say
start
by
finding
a
chief
documentarian
I'll
talk
a
bit
about
the
handbook
and
how
important
that
is
at
gitlab.
But
you
need
someone
to
come
in
and
shadow
all
of
your
operations
and
audit
all
of
your
workflows
and
essentially
build
the
operating
manual
for
how
your
company
works.
If
you
don't
bring
everyone
together
into
an
office,
it's
going
to
become
critical,
that
much
of
that
information
is
written
down
so
that
people
have
access
to
it
wherever
they
are
and
at
any
time
of
day.
A
The
second
step
here
is
to
establish
a
handbook-
and
I
mentioned
that
the
get
lab
handbook,
which
outlines
all
of
the
ways
that
we
work
and
what
our
values
are
and
how
we
treat
each
other
it's
over
10
000
pages,
which
is
a
lot.
But
we
do
teach
people
during
onboarding
how
to
search
it
and
how
to
find
what
they
need.
We
don't
actually
expect
everyone
to
read
all
10
000
pages,
but
also
this
starts
as
just
one
page.
I
know
it's
daunting
to
look
at
a
blank
document
with
a
blinking
cursor
and
think.
A
How
is
this
going
to
become
the
operating
manual
for
my
company,
but
start
small
and
iterate
start
it
as
an
faq.
A
frequently
asked
question
point
out
where
people
can
find
things
and
slowly
but
surely
start
offloading
the
burden
of
having
to
contact
a
person
for
something
and
shift
it
to
the
documentation
and
teach
people
how
to
self-service
and
where
to
find
it.
And
if
you
do
this
correctly,
you
create
tailwinds
where
people
are
then
incentivized
to
then
contribute
additional
information
to
the
handbook
and
it
builds
and
then
builds
and
builds
over
time.
A
So
three
things
here
first,
is
that
leadership,
assuming
that
permitting
remote
work
is
the
same
as
supporting
enabling
and
empowering
remote
work.
This
is
critical.
There
is
a
huge
difference
between
allowing
something
and
supporting
something,
and
I
think
this
will
be
a
big
litmus
test
for
organizations
going
forward.
A
A
That's
an
incredible
skill
and
it
wasn't
exactly
taught
before
covid.
So
I'm
encouraging
l
d
departments
to
spin
up
manager,
enablement
programs
and
think
about
things
like
editorial
workshop
and
workshops
and
media
training
and
also
asking
managers.
What
do
you
need
to
be
a
great
remote
manager
because
it
is
very
different
you're
meeting
people
potentially
in
their
homes
and
words
just
hit
different
when
it's
delivered
in
someone's
home
versus
in
a
corporate
boardroom,
and
the
third
is
leadership's
inability
to
see
beyond
the
present
and
this
limits
the
full
potential
of
remote
work.
A
Many
organizations
who
are
growing
frustrated
with
the
friction
and
remote
work
are
likely
stuck
in
what
I
call
phase
one
of
remote
adaptation,
and
this
is
akin
to
skeuomorphism
you're,
essentially
copying
the
office
environment
and
then
pasting
it
into
the
virtual
world.
Now
this
is
serviceable,
it
is
functional,
but
it
doesn't
take
advantage
of
all
of
the
potential
perks
in
a
remote
work
environment.
It
would
be
like
one
office
up
and
then
moving
to
the
other
side
of
the
world
without
auditing.
Does
everything
need
to
make
the
move
from
one
office
to
another?
A
What
does
the
new
office
have
that
we
can
take
advantage
of
to
make
our
lives
easier
and
our
workflows
more
efficient?
That
is
the
mindset.
That's
needed
to
truly
embrace
this
change
now.
I
do
want
to
talk
a
bit
about
what
individuals
within
organizations
are
feeling
and
I've
spoken
with
hundreds
of
researchers
and
folks,
academia
and
leaders
over
the
past
year,
and
although
their
stories
are
varied,
these
three
trends
are
worth
paying
attention
to.
A
First
frankly,
many
are
losing
their
minds
at
home,
because
remote
work
isn't
working
from
home
and
get
lab
will
reimburse
for
external
office
space,
and
I
would
encourage
organizations
who
are
making
this
transition
to
think
about
an
inclusive
policy
like
this.
When
travel
opens
up
a
bit
more,
not
everyone
is
dialed
in
to
work
from
home.
Not
everyone
has
high
speed
broadband,
not
everyone
has
the
space
and
frankly
some
people
extroverts.
They
just
want
to
work
around
other
people,
even
if
those
people
aren't
in
their
same
company.
A
Maybe
it's
a
coffee
shop,
a
communal,
workspace
or
an
office
if
you're,
a
hybrid,
remote
company,
so
consider
that
and
make
sure
that
you
provide
people
with.
As
many
options
as
possible
to
do
their
work
in
a
productive
and
comfortable
setting,
the
second
is
many
are
approaching
burnout,
mostly
because
they
lack
the
discipline
to
stop
working
and
during
a
pandemic,
work
can
actually
be
a
form
of
escapism
and
as
leaders
we
need
to
proactively
address
that
early
on
in
the
pandemic.
A
At
gitlab
we
saw
productivity
going
through
the
roof,
but
the
amount
of
time
people
were
taking
off
started
to
wane,
and
so
we
actually
spun
up
something
called
family
and
friends
day
where
we
specifically
pick
a
friday
a
month,
and
we
encourage
people
to
go
out
with
their
families,
even
if
it's
not
going
far,
maybe
just
their
backyard
or
hanging
out
in
a
hammock
or
just
catching
up
on
a
book
that
you've
been
meaning
to
read,
but
do
something
deliberate.
That's
not
work,
because
your
rest
ethic
is
just
as
important
as
your
work
ethic.
A
If
you
just
continually
exhale
or
continually
inhale
without
doing
the
other.
Eventually,
it
will
become
an
unsustainable
place
and
that's
no
good
for
the
entire
organization
and
third
here
many
worry
that
if
leadership
don't
truly
support,
remote
work
and
a
hybrid
option
is
allowed,
that
choosing
not
to
be
in
the
office
by
default
will
sabotage
their
careers.
A
A
It
sends
a
very
clear
signal
that
now
you're
choosing
between
two
conflicting
things:
you're
choosing
between
your
family
and
your
lifestyle
or
potential
career
opportunities-
and
it
is
incredibly
important
for
leadership
to
pay
attention
to
this
and
do
what
they
can
to
remove
this
as
a
signal
and
a
barrier
for
career
progression.
For
those
in
that
position,
I
would
encourage
leaders
to
stay
out
of
the
office
if
you're
going
to
open
the
office
back
up.
Try
to
have
your
leaders
stay
out
of
debt.
This.
This
does
a
couple
of
things.
A
Now.
I
want
to
talk
a
bit
about
our
resources.
So
out
of
those
10
000
pages
that
I
mentioned,
we
have
over
40
guides
devoted
to
remote
work.
Gitlab
has
open
sourced
how
we
run
our
organization,
it's
all
there.
It's
all
available.
We
also
published
a
remote
work
report
and
we
surveyed
thousands
of
people
from
around
the
world
to
understand
the
minds
of
what
makes
a
remote
worker
tick
and
as
a
leader.
A
The
second
asset
I
want
to
surface
here
is
the
remote
playbook,
so
we
have
captured
out
of
those
40
guides.
We
have
distilled
down
the
most
hard-hitting
and
essential
information
to
get
started
into
one
single
guide,
and
this
lays
out
all
the
things
that
we've
learned
the
trials
and
tribulations
some
of
the
failures
and
iterations
from
one
of
the
world's
largest
all
remote
companies,
and
again
these
are
proven
principles
that
can
apply
to
any
organization
along
the
spectrum
of
remote.
A
And
lastly,
I
just
want
to
remind
everyone
that
at
get
lab,
everyone
can
contribute.
So
all
of
our
information
has
been
open
sourced
on
the
web
and
we
are
actively
looking
at
other
organizations
who
are
going
remote
and
learning
from
them.
Great
example
is
that
we
just
added
a
piece
to
our
handbook
that
was
first
documented
in
the
dropbox
virtual
first
toolkit
in
their
communication
guide.
They
actually
laid
out
three
simple
sentences
that
could
be
shared
around
the
organization
to
encourage
people
to
decline,
meetings
in
favor
of
moving
work
forward
asynchronously.
A
So
this
removes
the
awkwardness
and
having
to
ask
someone:
hey:
let's
not
do
a
meeting.
Let's
do
this
to
a
shared
doc.
We
thought
that
was
brilliant.
We
captured
that
we
added
it
to
the
remote
playbook
at
gitlab,
so
we're
actively
seeking
other
points
of
advice
from
other
organizations
who
are
doing
this
well
we're
very
much
a
part
of
the
remote
community
and
we
believe
that
we
are
stronger
together
and
you're
welcome
to
get
in
touch
with
me
on
linkedin
and.