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From YouTube: GitLab CEO and Head of Remote share advice on a remote work transition to Mark Frein, Lambda School
Description
GitLab CEO and Head of Remote share advice on a remote work transition to Mark Frein, Lambda School
Learn more in the GitLab handbook!
Transitioning to remote: https://about.gitlab.com/company/culture/all-remote/transition/
What not to do: https://about.gitlab.com/company/culture/all-remote/what-not-to-do/
GitLab's free 'How to Manage a Remote Team' course on Coursera: https://www.coursera.org/learn/remote-team-management
A
Hey
sid
and
darren,
I
know
we're
going
to
hear
from
both
of
you
in
a
minute.
First,
I
want
to
thank
you
for
being
willing
to
share
some
wisdom
about
being
an
all-distributed
company
with
our
lambda
people,
so
so
much
appreciate
your
time.
Sid,
it's
been
not
quite
two
years
but
a
while,
since
you
and
I
first
were
in
a
venue
like
this-
I
remember
it
well,
I
had
a
great
time.
A
I
thought
it
was
one
of
the
best
conversations
I've
had
in
a
long
time
about
how
to
be
a
successful
remote
company.
When
I
was
at
envision-
and
obviously
you
were
still
you
know
in
the
same
seat
as
you
were
then-
and
a
lot
has
happened
to
the
world
since
then,
a
lot
of
people
have
had
to
go
remote
in
the
last
six
months,
maybe
not
by
choice
but
everybody's
learning
to
be
this
worked
this
way
and
for
lambda
we
weren't
fully
remote.
A
Although
we
had
a
lot
of
remote
employees
when
covid
hit,
we
were
quick
to
close
our
physical
operations
and
have
decided
to
lean
into
at
least
being
remote,
first
or
remote-centric
for
the
time
being,
and
one
of
the
things
I'm
interested
in
getting
perspectives
on
from
elder
states.
Person
companies
like
gitlab,
who
have
been
doing
this
a
long
time
and
very
successfully,
is
just
some
basic
strategies
and
advice.
Wisdom
as
it
were
from
you
to
us
as
a
company
starting
this
journey
on
things
to
think
about,
consider
do
not
do
etc.
A
B
Thanks
mark
pleasure
pleasure
to
be
calling
with
you
again
and
I
think
what
was
eye-opening
to
us
is
that
you
have
to
organize
informal
communication
and
if
you
don't
do
that,
you'll
have
people
say.
Like
I
long
back
to
the
office,
I
can't
wait
to
go
back
to
the
office
which
a
lot
of
people
are
saying
right
now
in
the
middle
of
this
pandemic,
and
then
they
don't
mean
that
they
long
back
to
the
commute
they
don't
long
back
to
their
office
furniture.
B
They
long
back
to
that
informal
communication
they
had
before,
and
you
can
organize
that,
just
like
you
have
a
facilities
manager.
If
you
have
an
office,
I
think
peop
companies
and
organizations
should
take
care
to
organize
the
informal
communication
and
that
can
be
all
the
way
from
coffee,
chats
and
zoo
juice
box.
Chats
to
many
other
ways.
B
We've
detailed
over
20
different
ways
to
kind
of
facilitate
that,
but
I
think
that
it's
a
foreign
concept
to
people
that
you're
directly
organizing
it
instead
of
this
roundabout
way,
where
we
have
everyone
come
together
at
the
office
and
they
end
up
mostly
meeting
the
people
on
their
own
floor.
Now
you
get
to
intentionally
design
this
and
I
think
a
lot
of
companies
are
not
doing
that
and
then
you'll
see
that
people
want
to
go
back
to
the
office.
C
There's
a
big
difference
between
crisis-induced
work
from
home,
which
many
of
us
are
experiencing
and
properly
properly
structured,
remote
work
for
many
people,
you're
losing
the
commute
but
you're
receiving
almost
none
of
the
extra
benefits
of
remote.
So
I
just
want
to
make
sure
we
set
the
baseline
there
that
if
you
think
you
don't
love
remote
now,
it's
okay.
I
like
to
say
that
if
covet
had
the
opposite
effect
and
it
forced
all
of
get
lab
and
all
remote
company
into
a
single
skyscraper
we're
professionals,
we
would
certainly
adapt.
C
But
not
a
hundred
percent
of
our
team
members
would
be
thrilled
with
that
type
of
jarring
transformation.
So
it's
okay
to
still
be
grappling
with
it
and
figuring
it
out,
and
if
I
wanted
to
share
one
thing
that
I
think
you
should
embrace
first,
if
you're
looking
to
make
the
remote
transformation
and
that
is
to
create
a
single
source
of
truth
to
work
in,
you
want
to
make
sure
that
you're
working
handbook.
First,
that's
where
you're
going
to
document
your
workflows,
your
processes
and
how
you
work
and
how
you
communicate.
C
You
may
need
to
hire
someone
or
appoint
someone
to
act
as
the
chief
documentarian.
If
a
writing
culture
does
not
already
exist,
and
the
key
here
is
to
work
handbook
first,
so
you
may
hear
the
word
documentation
thrown
around,
but
documentation
can
mean
something
different
for
every
single
person,
but
a
single
source
of
truth.
The
handbook
is
universally
understood,
accessible
and
inclusive,
and
if
you're
looking
for
the
first
thing
to
document,
I
would
start
with
your
values
and
sub
values
on
how
to
exemplify
those.
C
When
you
can't
guarantee
that
everyone
is
in
a
specific
place
day
to
day,
if
you,
google,
the
gitlab
values,
you
will
see
what
I
think
is
a
great
exhaustive
list
on
how
we
do
this.
Having
a
universally
accessible
set
of
values
serves
as
a
guiding
light
and
guiding
principles
to
every
successive
decision
in
your
remote
transformation
journey.
A
One
of
the
things
I
like
to
do-
and
I've
always
done
remote
is
is-
is
break
the
the
two-dimensional
screen
and
go
and
start
to
poke
around
with
my
eyes
about
what
you
know
what's
going
on
behind
somebody.
I
I
I
think
sid
must
be
in
a
cabin
somewhere
in
like
a
remote
area.
I
just
have
a
sneaking
suspicion.
I
hope
he
is.
It
looks
like
he
could
be.
So
you
know.
A
Not
that
you
know
exactly,
but
it
has
that
you
know
cabin-esque
feel
to
it.
So
I
think
I
think
I
always
love
just
getting
curious
about
the
lives
behind
the
screens.
I
think
that
also
just
helps
you
know,
build
bridges
of
empathy
well,
sid
and
darren.
Thank
you
so
much
for
sharing
some
some
time
and
some
wisdom
with
lambda.
A
Folks,
like
you
said
you
know,
we're
all
learning
this
together
right
now
and
in
some
cases,
not
necessarily
by
first
choice,
but
we
can
probably
all
take
away
lessons,
no
matter
which
way
we
go
in
the
future,
either
partly
back
in
staying
remote.
How
do
we
be
successful
just
working
together,
so
you
all
are
known
for
how
well
you
document.
It's
obviously
part
of
your
mission
too,
as
a
company,
and
so
I'm
glad
for
you
sharing
that
darren
and
sid.