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A
A
April
2021,
all
remote
group
conversation,
a
lot
has
happened
since
the
last
one.
I'm
excited
to
see
you
all
here.
The
agenda
is
attached
in
the
calendar.
Invite
folks
are
welcome
to
take
a
look
at
the
slides
which
are
embedded
there
and
begin
to
document.
Your
questions
there
in
the
agenda.
You're
also
welcome
to
verbalize,
and
we
can
document
retroactively,
looks
like
mark.
Has
the
first
question:
do
you
want
to
verbalize.
C
You
bet
darren
hey,
so
in
your
experience
and
the
team's
experience,
what
are
the
first
three
things?
You
would
advise
a
company
to
do
when
they're
transitioning
to
async
communications
from
their
legacy.
We
have
to
get
everyone
together
in
the
same
conference.
Room
face
to
face.
A
Yeah
phenomenal
question:
we've
gotten
that
a
lot,
but
I
want
to
say
some
context
here.
It's
actually
great
that
we're
getting
that
question
so
there's
this
global
recognition
that
hey,
maybe
we're
doing
this
wrong
or
we're
doing
this
too
often.
That
opens
up
the
conversation
for
gitlab
to
come
in
and
say:
oh
actually,
let's,
let's
help
you
look
at
it
differently,
so
the
first
step
would
be
read
the
gitlab
handbook
sections
on
async
and
meetings,
and
I
think
that
those
two
combined
gets
you
80
90
of
the
way
there.
A
So
much
of
this
is
a
mental
shift.
Many
people
don't
know
what's
possible
to
be
done.
Asynchronously
because
they've
never
worked
in
an
environment
where
their
entire
team
or
company
has
put
intentionality
on
doing
it.
That
way,
so
they've
only
seen
snippets
of
it
here
or
there.
So
we
try
to
document
that
and
say
read
this
first
and
then
come
back
with
with
questions.
The
second
thing,
I
would
say
is
offer
up
a
boring
solution.
First,
this
can
feel
very
daunting.
A
So
I
say
boring
solution,
try
to
reduce
your
recurring
meetings
by
20
or
25
and
a
quarter
and
then
see
what
happens.
Maybe
just
go
through
and
just
remove
some
of
these
meetings.
When
you
look
at
them,
you
think
I
haven't
gotten
a
lot
of
value
out
of
this:
try
reducing
them,
removing
them,
and
then
it
forces
folks
to
get
creative
on
what
the
alternatives
could
be,
and
I
kind
of
like
this
ratio
because
it's
drastic
enough
to
force
a
change
in
behavior,
but
not
so
drastic
that
it
upends
the
company.
A
So
that's
number
two,
the
third
for
this
to
be
a
lasting
change.
You
have
to
have
absolute
executive
sponsorship,
and
so
this
means
even
the
executives
are
modeling
working
async.
First
now
for
companies
that
are
transitioning,
they
probably
won't
get
all
things
transferred
to
async
right
away,
but
it
is
super
critical
for
executives
and
senior
senior
leadership
to
do
this
if
they
expect
others
in
the
organization,
jessica
or
betsy.
Anything
to
add
on
that.
D
I'd
add
a
little
bit,
I
would
say
that
the
first
thing
that
people
need
to
understand
is
that
async
really
means
fewer
meetings
and
so
make
sure
that
that's
the
core
concept
that
people
are
coming
from.
If
you
think
about
the
most
synchronous
experience
that
we
have
at
work,
that
is
people
showing
up
to
a
meeting
like
we
are
now
and
having
to
be
there.
At
the
same
time,
exchanging
information
I
was
working
with
porsha
recently
on.
D
We
did
a
consultation
on
how
to
work
async
and
there
was
a
c-level
person
in
the
call,
and
we
started
talking
about
meetings
and
his
take
was.
This
is
impossible
because,
as
soon
as
you
cancel
a
meeting,
another
one
will
just
show
up
on
the
calendar,
and
so
that
speaks
to
darren's
point
about
executive
sponsorship,
like
you
really
have
to
get
that
core
concept
through
to
leadership
and
and
help
people
believe
that
it's
possible.
E
Yeah
hi
darren,
hi,
jessica
and
team
thanks
for
hosting
this,
so.
F
E
Curious,
you
know
I've
heard
that
you
all
have
implemented
and
piloted
some
async
weeks
within
your
team.
It's
something
that
we
tried
on
the
lnd
team
as
well,
and
I'm
curious
to
hear
your
your
thoughts
on
the
benefit.
How
has
it
gone
and
do
you
think
this
is
something
we
could
try
to
apply
organization.
A
Wide
this
was
jessica's
idea.
I
would
love
for
jessica
and
betsy
to
come
and
if,
if
they
want
to,
if
not
I'm
happy
to
take
it.
D
I'll
I'll
start
and
then
I
would
love
to
hear
from
you
as
well
darren
and
betsy,
but
I
will
say
that
it
is
like
a
breath
of
fresh
air.
It's
it's
so
wonderful
to
just
look
at
the
week
and
say
wow.
I
have
no
meetings.
I
mean.
Imagine
that
feeling
it's!
It's
truly
wonderful,
but
it
comes
with
some
challenges.
Not
everyone
is
easily
able
to
implement
an
entire
async
week.
So
when
we
think
about
rolling
it
out
to
the
whole
company,
you
know
it
may
be
difficult
to
do
that
in
a
way.
D
That's
super
inclusive
and
that
everyone
feels
like
they're
a
part
of,
and
we
don't
want
to
create
unequal
experiences.
So
I
would
say
so
far
it
has
been
a
very
positive
experience
and
as
far
as
logistics
of
spreading
it
wider,
I'm
not
sure
that
we
know
what
they
would
be
yet.
F
How
do
I
handle
that,
and
I
think,
like
understanding
that
you
still
would,
you
know,
have
a
few
meetings
with
people
externally
and
that's
normal,
but
it's
more
like
practicing
that
kind
of
forcing
function
to
get
you
to
think
outside
the
box
about
figuring
out
when
you
can
make
you
know
the
internal
get
lab
meetings
asynchronous
instead
of
having
to
catch
up
on
a
call.
A
Yeah,
the
the
two
points
I'll
add
here
is
this
can
feel
drastic
if
you've
never
done
it
before
so
there's
this
initial
inkling
of
oh,
this
is
actually
more
difficult.
Let's
just
quickly
revert
back
to
the
way
we
were
doing
it,
but
that
kind
of
stamps
out
the
innovation
and
creativity
that
could
happen
there,
and
so
the
thought
being
your
second
or
third
or
fourth,
one
will
be
way
more
efficient
because
you
spend
the
first
two
just
figuring
out.
What
are
the
workflow
changes
that
need
to
happen?
A
What
are
the
expectations
and
cultural
mindset
shifts
that
need
to
happen
and
and
it's
as
to
jessica,
to
jessica's
point
it's
it's
freeing
to
be
able
to
look
at
larger
blocks
of
time
and
think
what
does
creativity
look
like
in
this
to
betsy's
point
on
the
external
meetings?
Sometimes
it's
impossible.
If
I'm
doing
a
media
interview
with
a
reporter
that
wants
or
needs
to
get
on
the
phone,
it
is
what
it
is.
A
But
what
I've
seen
is
that
during
async
week,
you
feel
a
little
bit
more
empowered
to
respond
back
to
external
parties
and
say
hey
here's.
This
handbook
link
explaining
what
we're
doing
this
thing
called
async
links
weeks.
Do
you
want
to
experiment
with
that?
Would
you
appreciate
that?
Would
you
be
willing
to
try
that
and
I've
been
surprised
at
how
many
people
are
amenable
to
that?
We
even
had
a
really
complicated
one
last
week
that
I
thought
for
sure
would
require
a
meeting
and
turns
out
the
other
party
said:
hey.
A
Do
you
think
we
could
solve
this
asynchronously,
and
I
did
a
bit
of
a
dance
to
think
that
maybe
this
is
spreading
just
a
bit
but
feel
empowered
to
mention
it
to
other
people.
If
you
give
them
the
opportunity
to
do
things
in
a
different
way,
you
never
know
it
could
help
their
day
as
well.
If
they're
inundated
with
meetings.
E
A
Yeah,
I
would
say:
do
that
it's
a
two-way
door.
I
mean
this
is
the
quintessential
two-way
door.
We
laid
out
async
weeks
for
the
entire
calendar
year,
2021
with
the
expectation
that
if
the
first
two
are
a
complete
disaster,
we
can
just
walk
back
through
the
door,
learn
something
and
walk
through
another
door,
so
try
to
remind
people
that
that
it
is
a
two-way
door.
It's
a
learning
process.
Even
if
you
find
out
you
don't
love
to
work
that
way.
B
Thanks
so
I've
seen,
you
know,
I
follow
you
on
twitter,
darren
and,
and
I'm
part
of
the
remote
channel
on
slack
and
I've,
seen
a
lot
of
discussion
around
this
head
of
remote
role,
and
you
mentioned
it
in
slide.
17.
I'm
just
curious
for
these
companies
that
are
now
hiring
for
this
role.
B
Does
there
seem
to
be
like
a
similar
kpi
that
people
are
targeting,
or
maybe
a
reporting
structure
like
that
could
be
in
marketing
like
like
we
do
at
gitlab
or
you
know,
maybe
it
would
be
in
a
people
team
at
another
organization,
I'm
just
curious.
Does
there
seem
to
be
like
kind
of
some
similarities
between
how
companies
are
approaching
that
role,
or
is
it
unique
depending
on
the
needs
of
the
company?
That's
doing
the
hiring.
A
Great
question
there's
one
common
thread
which
I'll
mention
in
a
minute,
but
organizationally
I've
seen
the
full
gamut
dropbox
actually
has
this
in
their
design
department
because
they
look
at
organizational
design
through
a
similar
lens
as
product
design
and
they
feel
like
they
can
get
more
buy-in
if
they
frame
it.
As
that
we
are
changing
design
organizational
design,
which
I
think
is,
is
wise.
A
Some
organizations
are
planting
this
within
real
estate,
the
cfo
organization,
because
they
have
tons
of
real
estate
and
they're
trying
to
figure
out
what
to
do
with
it,
how
to
repurpose
it
and
what
life
looks
like
when
you're,
not
using
all
of
it.
A
lot
of
companies
are
putting
this
in
the
people
organization.
A
They
see
change
management
as
the
number
one
objective.
They
recognize
that
there
will
be
a
lot
of
headwinds,
a
lot
of
apathy,
maybe
a
lot
of
people
who
aren't
going
to
be
on
board
with
what
the
new
culture
looks
like
and
so
they're
trying
to
focus
on
that
and
similar
to
gitlab.
I've
seen
this
placed
in
communications
and
marketing,
because
some
orgs
realize
that
telling
the
story
of
why
we
are
evolving
our
workforce
is
is
just
as
important,
if
not
more
important
than
the
tactical
nature
of
the
change
management
itself.
A
A
A
So
even
if
it's
in
the
cfo
organization
they're
trying
to
frame
this
up
as
how
can
we
change
our
workflows
or
the
way
we
think
about
people
and
talk
about
people
so
that
there's
not
an
a
team
and
a
b
team
or
there's
as
little
difference
between
the
a
team
and
b
team
as
possible
in
the
instance
of
hybrid
organizations
and
that's
encouraging?
It
is
encouraging
to
see
leaders
putting
inclusivity
at
the
forefront
for
decades.
B
I
think
the
next
one
is
me
so
actually
very
related
to
that
last
part
of
your
conversation,
which
is
I'll,
throw
the
controversy
out
there
to
get
started.
I
don't
think
most
executives,
actually
care
about
that
and
they're
ready
to
get
back
into
the
office
and
get
the
people
back
around
them.
But
I
may
be
wrong
about
that.
B
I'm
throwing
it
out
there
to
start
a
conversation
more
than
anything
so
there's
a
kind
of
there's
been
a
number
of
conversations
in
egret
about
the
next
phase
of
all
remote
kind
of
messaging
and
thinking
specifically
around
employee
branding
and
recruiting.
We
have
our
new
head
of
recruiting
that
started
this
week.
Rob
I
don't
think
he's
on
today,
but
I'm
sure
he'll
have
we
actually.
B
He
and
I
had
an
interesting
conversation
about
this
and
I'm
wondering
if
you
think,
there's
an
opportunity
to
begin
to
paint
a
sharper
contrast
between
what
good
looks
like
relative
to
remote,
because
I
think
there's
going
to
be
a
reckoning
of
sorts
coming
as
as
half
the
company
goes
back
into
the
office
or
two-thirds
does,
and
some
people
don't
want
to,
and
I
think
you
you're
going
to
see
careers
stall,
you're
going
to
see
employee
experience
get
worse
instead
of
better
potentially
you're
going
to
see.
B
Meeting
experience
get
worse
instead
of
better
as
people
fumble
around
trying
to
say
that
they're
having
a
remote
experience
but
they're
still
going
to
be
in
a
conference
room.
Can
we
paint
a
starker
picture
of
what
good
looks
like
with
git
lab
by
being
a
little
more
controversial,
just
want
to
sort
of
throw
that
out
there
and
get
your
thoughts
on
that.
Both
you
and
jessica
would
love
to
hear
or
in
betsy.
D
Yeah,
I
have
a
super
positive
response
to
this
line
of
questioning
and
I'm
thrilled
to
see
it.
I
mean
I
know
it's
going
to
be
very
challenging,
but
I
think
this
is
exactly
the
question
to
be
asking
right
now
and
it's
great.
We
actually
have
a
meeting
later
today
we're
going
to
sit
down
with
legal
and
with
comms
and
we're
going
to
start
talking
about
our
talking
points
for
the
upcoming
period.
So
it's
a
great
time
to
start
incorporating
this
sort
of
thinking.
D
I
definitely
agree
you
know
as
we're
evangelizing
remote
work
that
doesn't
just
mean
telling
only
the
positive
side
of
things.
I
think
we
do
have
to
dig
into
the
challenges
and
to
differentiate
by
showing
what
it
means
to
do
it
well
and
the
risks
of
doing
it
poorly
and,
of
course,
we
have
to
do
that
carefully,
but
I
do
think
that
it's
very
important
to
differentiate
differentiate,
git
lab
as
a
brand
and
as
a
company,
but
also
to
have
an
honest
conversation
that
resonates
with
people,
because
it
sounds
like
we're
telling
the
truth.
D
So
I
think
that
it's
very
important
to
take
this
into
account,
and
I
love
that
the
e-group
is
thinking
about
this
as
well.
F
I
would
also
add
that
this
is
something
you
know
from
the
talent
brand
side
we
used
to
see
like
even
at
the
very
beginning
of
the
pandemic
was
like.
We
were
starting
to
notice
that
okay,
all
of
these
companies
are,
are
forced,
remote
right
now.
So
how
do
we
differentiate
the
experience
at
gitlab
from
that?
And
it
was
tricky
during
the
the
pandemic,
because
there's
so
many
other
factors
at.
G
F
B
Have
we
talked
to
glassdoor
about
maybe
having
a
category
of
ratings
around
remote
work,
like
you
know,
willingness
slash,
quality
of
remote
work,
experience.
F
We
had
talked
to
glassdoor
about
a
number
of
things
that
pre-pandemic
they
were
very,
not
you
know
geared
towards
remote
companies,
so
I
think
that
was
something
to
get
on
their
radar
early
on
and
even
just
you
know
with
awards
and
other
things
like
that
being
able
to
say
that
we're
remote
versus
based
in
a
certain
city,
it's
a
struggle
that
we've
had
on
a
lot
of
those
platforms,
but
I
do
think
glassdoor's
trending
in
that
direction.
Now
so
that'd
be
a
great
thing
for
us
to
kind
of
specifically
ask
of
them.
B
B
D
Okay,
so
for
the
next
question
I
had
introduced
this,
so
I
didn't
think
it
was
appropriate
to
put
this
into
our
slide
deck
because
it
was.
We
were
had
a
press
embargo
going,
but
I
think
it's
safe
to
announce
that
in
45
minutes
we're
releasing
our
updated
remote
playbook
and
I
would
love
for
betsy
to
talk
about
it,
because
this
is
betsy's.
First
big
project
on
the
team.
F
Absolutely
so
this
is
really
exciting.
I
think
a
lot
of
you
have
probably
seen
last
year,
we've
released
this
playbook
really
right
at
the
start
of
the
pandemic,
and
so
that
playbook
was
sort
of
geared
around
how
do
companies
you
know,
make
a
quick
switch
and
try
to
put
some
things
in
place
that
will
help
their
teams
operate
better
in
a
remote
way
in
sort
of
a
quick
start
fashion,
and
so
the
new
playbook
is
really
geared
around
kind
of
looking
towards
the
future
and
figuring
out
how
companies
can
now.
F
So
it's
cool
because
we've
sort
of
done
a
deeper
dive
in
this
version
with
things
like
hybrid
remote
and
the
the
downfalls
of
that,
but
also
if
your
team
is
going
hybrid,
remote
here
are
the
things
you
want
to
keep
in
mind.
So
I
think
it's
a
great
sort
of
balance
between
sharing
our
knowledge
and
also
making
sure
that
it's
approachable
for
for
many
different
types
of
teams
on
that
remote
work
continuum.
F
G
I
think
I'm
up
next.
Are
we
marketing
the
handbook
as
a
tool
for
having
a
remote
company
and
to
me
it
seems
like
a
really
key
asset
to
succeeding
with
a
remote
company,
and
it's
also
a
great
entry
point
for
many
to
use.
Gitlab.
F
A
Delivering
that
message,
but
it
is
really
good
and
our
design
team
has
made
it
really
good,
so
I'm
very
proud
of
that
iteration.
So
to
this
question
specifically,
yes,
it's
essential
when
I
tell
people
like
what
are
the
tldr,
the
things
you
can't
miss,
I
say
you
have
to
have
a
company
handbook.
A
You
have
to
start
building
organized
documentation
into
the
culture,
otherwise,
all
of
the
work
you
do
in
building
remote
muscle
and
remote
fluency
could
just
go
out
the
window
or
it
essentially
is,
if
you're
building
it
real
time
and
not
documenting
that.
So
this
is
a
tricky
one.
Where
organizations
who
already
use
gitlab,
it
might
not
be
a
huge
stretch
to
use
gitlab
to
build
their
handbook,
but
to
some
degree
it's
like
using
a
sledgehammer
when
you
need
just
a
regular
hammer,
it's
it's
a
bit
overwhelming,
so
we
have
a
page
on
handbook.
A
First,
documentation
that
paints
the
picture
of
why
it's
important
from
an
organizational
standpoint,
and
we
do
suggest
gitlab-
is
a
potential
solution
for
that.
The
key
thing
that
I
share
with
people
on
why
using
gitlab
for
handbook
makes
a
lot
of
sense.
Is
the
merge
request
functionality
where
you
assign
a
code
owner
a
maintainer
to
a
certain
page,
and
then
anyone
can
contribute
a
proposal
to
make
it
different
or
better,
and
then
there
is
this
documented
approval
loop
so
that
you
always
know
what
came
and
what
went
and
what
time
did
that
our?
A
I
am
seeing
some
tools
pop
up
on
the
market
that
are
trying
to
implement
that
get
like
functionality
into
it.
But
I
generally
it's
interesting
depends
on
where
you
start
right
for
a
lot
of
these
companies.
Who've
never
documented
anything.
It's
like,
maybe
just
start
a
wiki.
Just
start
writing
something
down.
It's
like
almost
pains
me
to
say
that,
but
we
to
some
degree
have
to
meet
people
where
they
are,
and
not
everyone
is,
is
ready
for
the
phd
level
delivery
of
a
handbook.
E
E
Team
can
partner,
with
with
you
all,
to
build
more
certifications
and
courses
that
really
kind
of
breaks
up
the
handbook
you
know
darren.
I
did
that
in
the
bias
for
async
course
to
make
it
a
little
bit
more
digestible
and
that
folks
can
actually
get
certified
in
how
to
build
all
remote
company,
along
with
the
corsair
course
and
all
the
other
resources.
We
have
just
an
idea.
A
A
A
H
Hey
darren
how's
it
going
are
there
wins
that
we've
had
in
the
past
12
months?
Right
like
this
is
kind
of
like
people
were
on
ultimate
and
they
tried
it
out.
Now
some
people
are
going
back
and
I
think
about
it
from
like
a
sales
perspective,
but
other
companies
that
we're
like
we
help
them
transition
now,
they're
ready
to
be
all
remote
versus
going
back
to
hybrid.
A
Yeah
awesome
question,
so
I
linked
inspired
by
gitlab
page.
This
page
has
actually
been
around
for
a
while,
but
the
amount
of
new
companies
added
to
it
in
the
last
12
months
is
crazy
and
it's.
It
is
amazing,
and
I
love
that
we
painted
as
inspired
by
git,
lab
because
we're
helping
companies
out
in
a
variety
of
different
ways.
There
have
been
a
few
major
firms
that
have
been
okay
publicly,
stating
that
we've
helped
them
architect
their
head
of
remote
job
description
or
help
them
vet.
What
is
needed
first?
A
What
what
step
goes?
First
jessica
has
some
amazing
stats
on
how
many
times
the
remote
playbook
has
been
downloaded.
I
want
to
say
it's
over
a
hundred
thousand
in
the
last
year
and
so
to
some
degree.
That
makes
me
think.
Gitlab's
fingerprints
are
all
over
the
world's
remote
transformation,
even
in
instances
where
we
don't
know
it.
A
lot
of
these
companies
won't
admit
it
publicly,
they're,
just
downloading
it
from
our
site
and
then
implementing
parts
of
it.
A
Cool
looks
like
we
are
at
time
happy
to
keep
the
conversation
going
asynchronously.
If
anybody
wants
to
add
more
questions,
if
not
thanks
all
for
joining,
it's
been
a
fun
fun
group
conversation
absolutely
thanks,
zach
thanks
all
for
doing
this,
keep
the
questions
coming
and
thank
you
all
for
accelerating
what
we
do
at
all
remote.
If
it's
just
this
tiny
team
trying
to
change
the
world,
it's
really
really
hard.