►
From YouTube: How to find, start, and thrive in your first remote role and our favorite elements of remote work
Description
Darren (GitLab) and Rodolphe (Remotive) discuss several remote work topics: favorite things about remote work, how to find/start/thrive in your first remote role, and the impact of the growing remote work community.
Learn more about GitLab's values: https://about.gitlab.com/handbook/values/
###
Other topics discussed:
How to evaluate a remote role: https://about.gitlab.com/company/culture/all-remote/evaluate/
Getting started in a remote role: https://about.gitlab.com/company/culture/all-remote/getting-started/
Finding remote jobs: https://about.gitlab.com/company/culture/all-remote/jobs/
Informal Communication: https://about.gitlab.com/company/culture/all-remote/informal-communication/
Stages of remote work: https://about.gitlab.com/company/culture/all-remote/stages/
Hybrid-remote: https://about.gitlab.com/company/culture/all-remote/part-remote/
Working while traveling: https://about.gitlab.com/company/culture/all-remote/working-while-traveling/
Remote work conferences, summits, and events: https://about.gitlab.com/company/culture/all-remote/events/
In-person interactions: https://about.gitlab.com/company/culture/all-remote/in-person/
Designing a remote workspace: https://about.gitlab.com/company/culture/all-remote/workspace/
Transparency: https://about.gitlab.com/handbook/values/#transparency
Iteration: https://about.gitlab.com/handbook/values/#iteration
Learning & Development (onboarding): https://about.gitlab.com/company/culture/all-remote/learning-and-development/
Asynchronous communication: https://about.gitlab.com/company/culture/all-remote/management/#asynchronous
###
Learn more about the Remotive Community: https://remotive.io/community
Learn more about GitLab's all-remote culture and processes: https://about.gitlab.com/company/culture/all-remote/
Submit your own questions for a Pick Your Brain with GitLab: https://about.gitlab.com/company/culture/all-remote/pick-your-brain/
A
Hey
everyone:
this
is
Darren
agate
lab
and
today
I'm
joined
by
rode
off
and
remoted
we're
going
to
talk
about
remote
work
processes
and
culture.
Specifically,
how
do
you
get
and
start
and
thrive
in
your
first
remote
role,
and
what
does
culture
look
like
in
a
remote
company
and
what
is
the
community
like
in
a
remote
company
and
what
is
the
greater
remote
community
growing
and
thriving?
What
are
they
doing
so
wrote
off
I'll,
throw
it
over
to
you.
Thank
you
so
much
for
joining
me.
Thanks.
A
B
B
You
can
work
from
wherever
you
were
the
happiest
and
then
that's
such
a
difference,
because
seen
so
many
people
are
getting
to
travel
anywhere
because
that's
what
the
like
best
and
other
just
get
to
settle
down
and
enjoy
being
close
to
friends
and
family
and
I'm,
connecting
from
Paris
trends
today
and
I
still
I
get
to
work
with
amazing
companies
from
wherever,
and
that
would
have
been
hardly
possible,
maybe
ten
years
back,
but
today
it's
great.
So
that's
something
I'm
very
thankful
for
yeah.
A
But
for
now
it's
still
pretty
rare,
pretty
special,
and
you
know
you
just
get
workers
that
are
happier
to
be
working
because
they
can
look
around
at
any
moment
and
realize
that
even
on
a
bad
day,
they're
where
they
want
to
be
whether
that's
home,
a
favorite
co-working
space
on
the
side
of
the
mountain,
wherever
they
happen
to
be
that
day.
It's
it's.
It's
important
and
I've
actually
I've
said
you
know,
you'll
evaluate
things
when
you're
considering
any
new
job.
B
That's
true
and
you
get
to
see
it
from
the
bigger
picture,
which
is
exactly
that's
sitting
right
criteria
and
down
to
the
small
things
today.
I
could
attend
my
garden,
because
I
could
take
a
break
between
two
calls.
Today,
I
could
set
my
own
temperature
because
you
just
decide
how
it's
gonna
be
in
your
room
or
a
spent
quality
time
with
your
pets
or
just
do
anything
you
want
really.
B
A
What
should
I
be
taking
advantage
of
I
have
not
trained
for
this
I'm
just
used
to
the
typical
wake
up.
Do
the
commute
go
in
the
office?
Can
I
leave
yourself
at
the
door,
bring
your
business
side
into
the
office
and
then
rinse
and
repeat
day
after
day
so
hearing
what
other
people
enjoy
about
remote
work
opens
the
eyes
of
people
that
are
new
to
remote
work
on
what
exactly
is
possible
and
how
to
optimize
their
life.
If
a
remote
is
now
a
part
of
it.
A
A
It's
very
easy
to
your
point
to
take
a
break
between
two
calls
and
go:
do
something
meaningful
to
you
in
your
in
your
home
or
in
your
community.
It
just
changes
the
whole
perspective
on
the
day
and
for
day
after
day
after
day
extrapolated
over
an
entire
company.
This
completely
changes
the
fabric
of
how
people
treat
each
other
morale
personality
and
then
that
all
just
relates
back
to
quality
of
work
because
happier
employers
employees
are
more
likely
to
produce
better
work.
That's.
B
True-
and
that
goes
to
trust,
often
times,
which
means
one
other
thing:
I
love
by
gait
lab
is
how
explicit
you're
about
your
head
book.
For
instance,
I,
remember
my
first
role
back
in
first
remote
world,
like
2013-2014
one
of
the
thought
I
had
looming,
my
head
was,
am
I
doing
enough
and
it
just
kept
going
to
my
mind
again
and
again
and
again,
I'll
be
working
from
Europe.
Mostly
we
focus
bathing
you
and
by
the
time
I
would
sort
of
stop
working
about
7:00
p.m.
B
they'll
still
be
like
going
on
full
steam,
which
is
okay.
You
get
a
word
with
your
time
zone
right,
but
do
you
know
when
you've
done
enough
is
a
huge
question
and
when
your
organization
starts
organizing
trust
to
a
handbook
through
communications,
I
think
that's
where
the
different
lies,
and
you
know
at
home
with
an
outsource
task.
You're
part
of
a
team
that
has
a
culture,
and
you
can
debate
what's
been
happening
so
that
I
appreciate
it.
A
lot
yeah.
A
Transparency
is
a
core
value
at
get
lab
and
I
feel
like
it
needs
to
be
a
core
value.
It
honestly
at
any
company,
but
especially
at
a
remote
first
or
an
all
remote
company,
because
you
don't
have
eyes
on
on
anyone.
Now,
studies
have
shown
just
being
able
to
see
someone
doesn't
mean
that
they're
actually
doing
anything
productive
or
that
they're
even
happy
wherever
they
are.
A
But
it
gives
you
this
false
sense
of
security
that,
because
I
can
see
someone
I
trust
it
they're,
okay,
where
I
trust
that
they're
on
task
for
whatever
it
may
be,
but
setting
up
a
fabric
of
trust
across
the
company
is
huge.
It
just
you
operate
under
this
assumption
that
positive
intent
on
all
things.
Everyone
is
a
manager
of
one
they're
working
on
whatever
is
most
important
for
them
and
if
they
need
help,
they
know
where
to
look
the
beauty
about
our
mode.
Is
everyone
is
just
a
click
away?
A
If
you
need
help,
you
can
access
the
entire
company
across
the
entire
world,
if
you're,
using
slack
or
whatever
your
communication
tool.
Is
you
don't
have
to
think
of
what
floor?
Is
this
person
on
or
what
office
is
this
person
on,
because
we
operate
asynchronously
you're
welcome
to
reach
out
to
anyone,
and
they
can
just
respond
back
to
you
at
a
time
when
it's
convenient
to
them.
That
has
helped
me
so
much
operating
asynchronously
to
your
point
on.
Am
I
doing
enough
you
structure
your
day.
A
A
Everyone
works
on
a
slightly
different
schedule
and
by
releasing
yourself
from
the
burden
of
I,
have
to
be
in
sync
with
this
global
company,
which
isn't
even
possible
to
begin
with
you're
freer
to
work
on
things
without
that
constant
time
burden,
just
like
weighs
on
the
shoulders
of
people
that
have
to
go
into
an
office
and
operate
between
two
set
times.
That's.
B
Fixed
ability
right
there,
which
is
brilliant
and
transparency
as
well,
because
even
I
as
an
external
person
can
follow
on
what's
happening
in
a
company.
I
find
that
you
know
you
have
very,
very
open
heart-to-heart
debate,
including
what's
been
happening
with
your
CEO
jumping
in
and
seeing
you
know.
How
do
people
feel
about
things?
I
feel
like
this
and
going
conversation
and
everyone
is
allowed
to
their
opinion.
B
Even
committin
disagrees
an
option,
but
you
get
to
see
what's
happening
from
the
inside
as
an
employee,
but
also
other
stakeholders
and
thinking
about
applying
to
the
company
or
being
a
partner
or
a
client.
You
get
to
see
how
it
gets
made
and
I
think
that's
very
rare
and
the
age
of
transparency
is
facilitating
trade
remote
work.
So
that's
that's
a
plus
as
well
yeah.
A
We
should
expect
open,
honest,
transparent
conversations
and
because
there's
no
physical,
hallways
or
elevator
chats,
everyone
should
have
access
to
the
most
amount
of
information
to
whatever
degree
the
law
allows
and
there's
a
lot
of
freedom
that
comes
in
that
and
honestly,
with
great
power
comes
great
responsibility
and
I
feel
like
people
that
are
entrusted
with
that
recognize
it.
You
sort
of
feel
the
weight
of
okay,
I'm
being
entrusted
with
all
of
this
information
and
we're
making
as
much
of
it
as
we
can
public.
So
we
have
this
greater
responsibility
to
be
good.
A
Stewards
of
that
information
be
good
stewards
of
the
because
whether
you
want
to
or
not
you're
setting
an
example.
You
are
the
role
model
when
you're
that
open
and
transparent,
but
the
world
needs
more
of
that.
More
companies
needs
to
do
that,
operating
behind
closed
doors,
shrouding
yourselves,
a
mystery
has
proven
to
not
be
a
great
solution
for
anyone,
and
that's.
B
A
great
playbook,
that's
a
great
page
from
the
open
source
playbook
wherever
you
can
share.
As
you
go
along,
and
you
know
some
awesome
companies
are
started
doing
it,
but
it's
great
to
see
that
you've
been
able
to
lead
the
way
at
scale
because
certainly
I
started
to
build
a
list
of
remote
startups
back
in
2016,
I
had
200
names
back
there
following
year,
600
year
after
900,
and
now
we
had
2,700
remote
started
was
started
that
high
remotely
and
he
feels
like
it's
truly
taking
off
and
they
won't
like
the
question
at
skinny-ass.
B
Most
often
is
how
do
we
do
it?
Well,
we
don't
want
to
be
just
in
remote
to
being
an
outsourcing
business.
We
want
to
create
a
company
culture
with
people
feel
connected
still
see.
Some
of
each
other
flying
at
times
are
happy
to
keep
continue
doing
their
thing,
so
we
need
more
role.
Models,
Basecamp
has
been
awesome,
invision
has
been
doing
great
things,
buffer,
duyst
and
get
lab
or
insert
the
you
know
something.
Can
these
people
turn
to
to
see?
What's
what
yeah.
A
I
appreciate
the
kind
words
and
I
agree
the
more
role
models
we
can
have
more
likely.
This
is
going
to
continue,
and
so
part
of
what
my
role
is
at
get
lab
is
to
build
guides
on
how
we
do
certain
things.
How
does
get
lab
think
about
meetings?
How
does
get
lab
think
about
documentation?
How
does
get
lab
think
about
asynchronous?
How
do
we
handle
one-on-ones?
How
do
we
handle
informal
communication?
All
of
these
elements?
A
There
are
play
books
and
answers
for
how
to
do
this
co-located,
but
we're
kind
of
paving
the
path
for
remote
and
there's
subtle
differences
between
when
you're
starting
something
5,
10
50
employees
and
when
you
scale
up
to
a
thousand
or
beyond
I,
was
actually
having
a
coffee
chat
with
a
colleague
the
other
day.
He
says
one
one
statement
he
likes
to
use
is:
if
you're
looking
at
get
lab
as
a
model,
but
you're
starting
a
new
or
company
right
now,
look
at
what
we
did
not
necessarily
what
we're
doing
then.
A
Once
you
scale
up
to
that
size,
then
you
can
look
at
what
we
did,
because
hopefully
we
will
have
continued
scaling
and
kind
of
look
at
the
roadmap
as
it
applies
to
you,
because
obviously,
we've
changed
things
and
change
processes
and
constantly
iterate
it
as
we've
grown,
and
so
hopefully
that
by
being
open
about
that
and
documenting
all
of
that
companies
are
are
able
to
sort
of
rewind
the
clock
a
little
bit
and
see
what
was
happening
at
a
certain
stage.
It's.
B
Great
and
it's
good
to
see
you
hop
into
that
girl,
because
I
feel
like
it's
shuffling
the
cards
yet
again,
I
feel
like
we
had
an
era
where,
in
tech
you
had
to
be
a
team
lead
to
afford,
then
folks
realize
individual
contributors
can
do
just
as
well
as
managers.
So
you
have
those
dual
track
and
now
you
add
a
layer
complexity
which
is
beautiful,
which
is
how
do
we
operate
as
a
top
ambitious,
fast-growing
company
but
remotely?
And
if
you're
not
intentional,
about
this?
B
Well,
you
won't
be
prepared
for
what's
happening
because,
as
you
said,
they're
not
something
you
started
that
operated
at
scale.
So
it's
been
interesting
and,
and
so
many
meto
large
companies
I've
had
chats
with
I've
said.
Well,
you
know
we
have
a
chief
people
officer.
We
have
folks
working
operation
and
I've
been
curious
about
to
create
a
role
because
it
sort
of
sits.
I
fell
in
your
net
intersection
of
a
few
things
and
beyond
keeping
the
pulse.
A
The
role
that
I'm
in
is
it's
an
interesting
one.
It
crosses
over
almost
every
layer
of
the
company
because
as
an
all
remote
company,
we're
at
over
a
thousand
people
now.
So
much
of
everything
that
happens
in
the
company
is
either
nuanced
are
slightly
different
because
we
operate
remotely
and
it
also
gives
us
a
chance
to
do
things
differently
and
better
and
more
efficiently,
because
we're
remote,
if
we're
intentional
about
it
and
we
think
about
it.
So
my
role
is
really
at
the
intersection
of
optimizing,
tooling
processes
ensuring
that
the
values
are
lived.
A
Those
values
it's
working
with
onboarding
so
that
when
people
come
in
and
they've
never
worked
in
a
remote
space
before
it's
their
first
time
ever
that
they
feel
comfortable
with
it
and
they
know
how
to
optimize
their
life
and
they
they're
paired
with
onboarding
buddies
that
have
kind
of
been
there
before
it
can
give
them
tips
on
how
to
arrange
their
workspace
and
arrange
their
day
and
think
about
living,
an
off-peak
lifestyle
and
shifting
their
schedules
around
things
that
they've
never
been
able
to
do
before.
Helping
them
understand
how
to
do
it.
A
You've
been
opening
their
eyes
to
what's
possible
and
then
communication
overall
working
with
media
and
having
calls
like
this
on
evangelizing,
what
we're
doing
in
the
hopes
that
we
can
encourage
and
influence
even
more
remote
companies.
So
it's
it's
a
lot
of
things
and
when,
when
this
job
was
presented
to
me,
I
thought
this
honestly.
This
job
description
might
be
one
of
one
right
now,
but
yeah
I,
don't
think
it
will
stay.
That
way
for
long,
I
feel
like
as
more
remote
startups
grow
and
even
as
some
of
the
middle
are
size,
businesses
decide
like.
A
Maybe
we
should
close
the
office
like.
Maybe
we
should
give
it
to
remote
you're
going
to
need
someone
that
kind
of
looks
at
all
of
the
stakeholders
in
the
company
and
sees
where
your
opportunity
is
to
create
new
efficiencies
and
really
engage
with
employees.
Now
that
now
that
remote
is
a
part
of
the
fabric
of
the
company,
I
love.
B
B
They
had
this
I
think
they
had
that
habit,
saying
if
you're
taking
conference
call
in
the
office
as
a
hybrid
team,
every
single
person
should
be
behind
one
single
computer.
So
you
should
not
had
that
conference
room
feeling
whereby
you
have
one
camera,
filming
10
people
and
then
use
it
by
yourself,
zoomy
from
the
comfort
of
your
home
and
it's
subtle
differences.
You
talked
about
onboarding,
you
talked
about
coming
education.
B
That
does
make
a
difference
when
they
add
up
because
they
do
and
the
best
gift
you
can
give
a
remote
employee
is
to
make
sure
that
there
are
no
second-class
citizens.
I
do
feel
I
got
something
that's
up
and
coming
and
I
haven't
seen
much
of
it
feels
like
C
or
OC.
Eos
I've
been
on
HR
I've
been
carrying
part
of
it,
but
I
feel
like
being
intentional,
especially
for
larger
company
transitioning
or
scaling
through.
It
feels
like
a
critical
challenge:
yeah.
A
It's
hitting
at
a
great
time
where
it
intersects
a
lot
with
the
the
drive
to
be
more
inclusive
as
a
company,
and
so
there's
a
drive
to
really
for
hybrid
companies,
in
particular
to
make
sure
that
remote
employees
are
seen
as
second-class
citizens
and
for
those
viewing
in
the
YouTube
description.
I
will
link
these
but
I've
actually
built
a
guide
on
what
a
hybrid
company
is
and
some
of
the
downsides
and
some
of
the
some
of
the
benefits.
A
It's
certainly
better
than
forcing
you
to
be
located,
and
then
some
of
the
questions
to
ask
when
you're
applying
for
a
remote
role
within
a
part,
remote
or
hybrid
remote
company,
and
one
of
them,
is
how
our
calls
conducted.
If
the
people
are
in
the
office,
is
everyone
asked
to
open
up
their
own
laptop
or
computer
and
engage
as
if
the
remote
employee
is
or
are
those
people
allowed
to
congregate
in
a
room
with
a
camera
that
you
can't
really
see
or
hear
anybody
very
well?
A
It
says
a
lot
about
what
they
think
of
you
and
what
they
think
of
the
people
that
are
outside
of
the
office,
because
people
are
humans
and
we
have
this
natural
tendency
to
think
more
highly
of
someone
we
see
physically
day-to-day.
So
if
you're,
in
a
situation
where
part
of
the
company
is
co-located,
you
want
to
make
sure
to
do
everything
you
can
to
be
very
intentional
about
not
not
penalizing
those
who
aren't
in
the
office.
It's
it's.
It's
easy
to
overlook
them.
A
I
mean
out
of
sight
out
of
mind,
and
that
cannot
happen
if
you
want
to
build
a
culture
that
works
really
well,
and
that's
why
remote
first
and
all
remote,
where
there's
no
office
is
the
easiest
way
to
accomplish
this,
because
it
just
removes
the
temptation
of
favoring
or
putting
anything
in
HQ
that
wouldn't
be
available
to
remote,
but
I
understand
that
that's
not
all
feasible.
There
are
some
companies
that
started
as
co-located
before
the
internet
was
it's
proliferated
as
it
is
now
and
they're.
Considering.
A
How
do
we
expand
our
teams
without
making
them
move
to
really
expensive
job,
centers
and
they're?
Considering
adding
remote?
That's
going
to
take
some
additional
thought
on
how
how
do
you
do
that?
Well,
how
do
you
do
that
thoughtfully,
but
it's
it's
a
great
problem
to
have
I
love
that
companies
are
considering
it.
B
It's
gonna
be
a
big
shift
and
I
feel
like
the
numbers
are
talking
already
like
we
feel
like
so
many
more
people
are
interested
in
this
Silicon
Valley
is
partially
coming
around
as
well
saying
that
it's
great
tourism
in
San
Francisco,
Bay
Area,
but
it's
better
to
spend
it
elsewhere,
because
you
money
is
gonna,
go
longer
as
well.
Should
you
decide
to
be
okay
differently
as
well?
Yeah.
A
These
seed
rounds
are
being
completely
consumed
by
an
office
lease
and
real
estate
and
having
to
pay
extravagant
salaries
just
to
get
someone
to
be
able
to
exist
in
some
of
these
places,
and
you
just
zoom
out
a
little
bit
and
you
think
that's
a
really
poor
use
of
funds
like
we
should
be
investing
in
people
or
tools
or
our
deer
or
anything
other
than
the
building.
If
at
all
possible.
B
A
That
would
be
that'd
be
awesome.
Your
your
website
actually
helps
people
connect
to
community
and
connect
to
roles
where
people
are
they
want
to
jump
into
remote.
This
is
a
good
place
for
them.
To
start
people
often
ask
me:
how
do
you
find
and
start
your
first
remote
role
and
in
the
past
I've
shared?
A
It
may
be
best
to
get
a
co-located
job
where
remote
isn't
a
part
of
the
fabric
of
that
job
and
then
kind
of
work
your
way
into
a
remote
role.
So
in
the
past,
before
before
all
remote
and
remote
first
was
really
a
thing.
One
of
the
best
methods
was
just
getting
an
office
job,
hopefully
somewhere
you
want
to
be
anyway
build
a
rapport
with
your
team,
prove
that
you
can
work
outside
of
the
office,
maybe
experiment
with
traveling
a
bit
here
and
there
one
or
two
weeks
and
still
getting
your
job
done.
A
It
sort
of
proved
the
model
for
yourself
and
then
introduced
it
kind
of
slowly
like
have
a
talk
with
your
manager,
maybe
work
from
home
two
or
three
days
a
week,
and
it
may
be
transition.
That's
like
four
weeks
and
then
one
week
on
one
week
off
whatever
works
for
them,
you
kind
of
gonna
read
the
temperature
of
the
company.
If
it's
not
in
the
DNA
of
the
company,
that
is
one
way
to
do
it,
but
I'm
curious.
A
If
you're,
seeing
now
with
our
remote
and
remote
first
companies
being
more
and
ubiquitous,
do
people
have
a
better
shot
at
just
finding
remote
roles
that
are
remote
from
the
beginning,
a
and
B.
Are
they
finding
satisfaction
and
jumping
into
those
if
they've
never
worked
remotely
before?
Are
these
companies
giving
them
the
tools
and
the
methodologies
and
the
mentors
to
acclimate
to
it
if
they've
never
done
it
before
that's.
B
A
great
one,
I
feel
like
it's:
it's
becoming
more
common
or
at
least
becoming
more
frequent
that
companies
remote
first
companies
will
offer
those
positions
and
and
the
grade.
They
also
gather
a
lot
of
interests
because
talent
from
all
around
the
world
can
apply
so
oftentimes
people
we
work
with,
have
thousand-plus
advocates
to
a
single
position.
So
that's
the
staggering
and
as
awesome
as
those
position
are,
it
becomes
interesting
and
tricky
to
differentiate
yourself
as
an
applicant,
because
folks
need
to
be
demonstrating
that
they
have
past
experiences
maturity
when
it
comes
to
remote
work.
B
Maybe
more
importantly
than
experience
so
you
can
have.
A
junior
person
was
very
mature
when
it
comes
to
working
remotely,
because
down
variety
of
project
worked
on
open
source,
it
being
they
understand
how
it
works
to
in
to
be
distributed
and
other
people
that
may
be
a
more
senior,
but
they
very
much
enjoy
the
office
environment.
B
So
there's
no
like
perfect
applicant
I'll,
say,
but
many
of
those
companies
that
do
have
remote
first
position,
open
I
feel
like
they're,
becoming
extremely
intentional
about
onboarding,
it's
becoming
very
intentional
about
how
do
we
set
yourself
up
for
success?
So
some
companies
will
fly
you
into
the
nearest
team
member,
so
you
can
have
that
softer
feel
for
what
the
company
stands
for
in
your
first
three
months,
other
will
have
swag
delivered
to
your
door,
because
then
it
sort
of
become
a
cultural
thing
as
well
other
will
say.
Well
we
help
with
learning
and
development.
A
That's
enlightening
and
I'll
say:
I've
I've
heard
some
advice
on
if
you're
searching
for
a
job,
it
can
become
tempting
to
just
take
any
job,
especially
if
the
job
search
drags
on,
I
think
in
particular,
if
you're
really
really
called
to
a
remote
role,
and
you
really
know
that's
where
you're
going
to
thrive
it
it's
worth
it's
worth,
exploring
it's
worth
the
patient.
It's
worth
the
longer
road
because
to
your
point
they
are
more
rare.
A
So
when
you're,
when
you're
getting
a
thousand
applications
for
each
roll,
the
numbers
say
the
likelihood
of
you
getting
through
are
slim,
but
it's
not
worth
it's
not
not
worth
pursuing.
If
it's
something
that
you're
you're,
really
passionate
about
and
I
I
do
think
there's
something
to
be
said
about
applying
for
roles
where
remote
isn't
explicit.
B
A
Hiring
team
that
is
set
on
having
someone
co-located
will
always
think
well,
I
could
just
get
someone
local.
Why
would
I
employ
this
person?
That's
remote
and
so
to
some
degree
you
have
to
have
the
art
of
persuasion
and
a
case
on
yourself
on
why
you
can
do
this
from
anywhere.
That's
we're
kind
of
in
this
awkward
teenager
phase,
where
that's
still
a
thing
but
I'm
just
for
any
job
seekers
watching
I
would
say
be
prepared
for
that.
It's
not
let
you're
necessarily
entitled
to
remote.
A
That's
kind
of
the
ideal
situation
mm-hmm,
but
I
still
think
remote
is
worth
fighting
for,
even
on
roles
that
it's
not
explicitly
laid
out
for
because
then
once
you're
in
there
and
you
do
an
amazing
job,
you
become
the
Pioneer.
Where
did
that
come
from
that's
right?
So
you
become
this
beacon
for
change
where
other
people
realized
what's
possible.
We
mostly
find
that
people
don't
love
commuting
to
the
office
there.
A
Few
people
that
really
really
really
love
going
into
the
office,
but
for
the
most
part
they
do
it
because
they
just
don't
want
to
miss
out
or
that's
the
way
it's
always
been.
And
if
you
come
in
there
and
you're
a
beacon
of
change,
you
can
help
change
that
culture.
It
might
take
some
time,
but
that
that
would
be
a
cool
thing
to
be
a
part.
We.
A
Lab
that
logged
going
into
the
office
and
actually
join
get
lab,
not
because
we
were
all
remote,
but
actually,
in
spite
of
it,
they
just
wanted
to
work
with
a
product
and
with
the
team
and
they
thought
I'm
gonna
miss
the
office,
but
I'm
gonna
give
this
a
shot
and
usually
takes
about
four
to
six
weeks
before
they're
they've
pretty
much
been
fully
converted
and
they
think
I
don't
know
how
I
could
ever
go
back
into
an
office
again.
So
you
can
help
drive
some
of
that
change.
B
True,
and
and
for
anyone
was
trying
to
convince
their
current
employer
to
go
remote,
I
felt
like
you
really
need
to
think
about
the
strategy
which
is
doable,
but
you
need
to
champion.
You
need
to
have
your
boss
and
an
argument,
your
boss's
boss,
who
are
on
board
with
you
doing
a
trial
which
is
one
of
the
magic
word.
You
never
set
up
something
permanent
you're,
just
trying
it
for
a
duration
of
time
and
then
let
the
record
show
that
you've
been
doing
amazing,
which
helps
to
build
your
case,
but
trust
results
and
management.
B
Support
like
key
and
you'll
need
all
three
to
go
through
the
process.
Trust
from
you
manager
that
they
they
know
you
enough
or
they
trust
you
enough
to.
Let
you
work
without
direct
control
without
I
guess
eating
a
bad
policy.
You
need
to
be
delivering
and
over
delivering
so
that
they
don't
worry
about
performance,
and
you
need
management
approval,
saying
that
we're
all
we're
all
paying
that
person
trying
it
out
and
may
or
may
not
pan
out
for
us.
B
A
Just
a
bit,
I
think
that's
so
so
important.
Even
in
get
lab,
we
get
the
entire
company
together
every
nine
to
twelve
months
from
contribute.
We
get
everyone
together
for
a
week,
it's
non
death
by
PowerPoint,
there's
opening
and
closing
keynote,
but
everything
in
between
is
just
excursions
and
people
having
opportunities
to
bond
as
humans,
humans,
first
colleagues,
second-
and
it's
it's
so
vital.
Those
in
person
interactions
really
help
sustain
us,
and
until
we
meet
again
and
especially
in
a
remote
company,
the
in-person
elements
they
just
take
on
so
much
more
value.
A
You
don't
take
them
for
granted
whenever
there's
a
work
opportunity
to
be
together
at
a
conference
or
an
event
or
a
micro
retreat,
whatever
it
may
be,
I
found
that
remote
employees
really
look
forward
to
those
they.
They
don't
see
them
as
a
burden,
that's
taking
them
away
from
home,
they
understand
out
where
they
are
and
how
much
they
get
out
of
them.
I
think
they
get
outsized
impact
and
benefit
from
more
limited
face-to-face
contact,
because
it's
more
rare
and
they
just
go
into
it-
saying
all
right.
A
B
They
want
to
keep
in
touch
and
getting
to
be
at
that
conference,
getting
to
delete
that
colleague
or
be
at
a
grand
meet-up.
It's
certainly
gonna
sustain
your
motivation,
certainly
going
to
be
great
as
well,
and
so
many
companies
are
becoming
very
thoughtful
about
this
as
well,
because
everyone's
is
in
a
different
setup.
Some
folks
have
very
little
commitment.
It
can
just
hop
on
a
plane
and
fly
over.
B
Others
are
gonna,
say:
I
have
three
kids
at
home,
so
the
company
needs
to
be
mindful
and
say
how
we're
gonna
be
supporting
the
primary
caregiver
leaving
the
household
for
a
duration
times
so
I've
been
seeing
more
and
more
thoughtful
work
being
done
around.
Of
course,
we
want
folks
to
see
each
other,
of
course
it's
great
for
the
company
and
for
employees
to
connect,
but
how
much
flexibility,
which
is
the
essence
of
women
work?
B
A
Know
agreed
completely
and
I
think
it's
each
company
and
each
individual
needs
to
consider
how
much
of
that
they
they
want
or
desire
to
your
point
with
your
lab
contribute.
Not
everyone
can
come,
some
people
don't
want
to
travel
or
they're,
they
have
challenges
with
mobility
and
they
can't
and
that's
fine
like
no
one
is
penalized
for
not
coming,
but
it's
great
for
a
company
to
have
that
as
one
option
for
bonding
informally
and
it's
just
one.
It's
just
one
option.
A
There
are
plenty
of
other
ways
to
do
it,
but
at
least
remote
gives
you
the
ability
to
do
things
like
that
and
I
think
people
rally
around
it
and
they
they
celebrate
it.
So,
let's
talk
a
bit
about
the
remote
work
community.
One
thing
that
I've
noticed
in
joining
gitlab
is
that
there's
a
really
passionate
community
of
people
that
are
working
remotely
and
it
doesn't
matter
if
they
work
for
competing
companies
or
whatever
it
is.
A
They
really
rally
around
the
fact
that
hey
we're
all
in
this
remote
thing
together
and
we
it's
still
a
minority
at
this
point,
so
we
have
to
kind
of
bond
together
and
create
unity
around
champey,
Campion
being
the
cause
and
I
just
think.
That's
really
powerful
I'm
interested
to
get
your
perspective
on
how
you've
seen
the
community
grow
yeah
through
your
own
company
and
how
you
think,
that's
gonna,
change
and
continue
to
evolve
in
the
next
year
or
two.
So.
B
It's
been
changing
its
the
changes
have
been
amazing.
If
you
think
about
the
data,
if
you
think
about
Stack
Overflow
survey,
for
instance,
who's
been
serving
developers
every
single
year
since
I
believe
2007
working
remotely
in
flexible
work
go
hand
in
hand
and
have
been
slowly
but
surely
upping
the
ranks
to
a
point
where
it's
become
more
important
to
some
people
than
vacation
time.
It's
been
even
more
important
than
salary
to
some
extent,
because
some
time
you
may
make
money
that
you
can't
spend
or
being
a
setup
where
it's
it's
just
very
different.
B
It's
the
second
thing
that's
been
interesting.
You
that
we're
starting
to
see
second
generation
remote
workers,
I
call
them,
meaning
that
some
folks
started
remote
jobs,
saying
20
in
the
20-10
era
and
then
now
moved
on
to
the
second
remote
first
company.
So
you've
got
a
wealth
knowledge
that
is
starting
to
circle.
It
a
little
bit
and
the
number
of
company
operated
at
the
time.
Work
pretty
small.
B
Crypto
has
also
been
powering
the
community
to
some
extent,
with
a
lot
of
projects
standing
out
of
Europe,
but
hiring
and
growing
from
anywhere
just
like
Wikipedia
and
other
open
source
project
have.
So
all
those
factor
are
bringing
to
what
you
shared
earlier,
which
is
teenage
years,
we're
not
in
infancy,
anymore.
We're
stumbling
around
a
little
bit
more
and
trying
to
find
ourselves,
but
there's
a
lot
more
interest,
and
you
can
see
that,
according
to
report
them
in
seeing
including
the
buffer
report.
B
B
Talents
and
overall
life
enjoyment
is
shifting
towards
more
flexibility
and
there's
no
changing
that
I
couldn't
be
more
excited
to
see
everything.
On
a
week
every
single
month,
companies
popping
out
of
a
hacker
news,
Y,
Combinator
and
saying:
well,
we
raise
some
money.
Now
we
hired
from
anywhere,
because
talented
folks
are
not
linked
to
the
same
cause
if
code
so
I
feel
very
hopeful
and
super
excited
to
see
more
companies
and
candidates
alike,
embracing
remote
and.
A
As
well
said,
one
thing
we
like
to
say
a
get
Lab
is
that
hiring
globally
is
a
significant
competitive
advantage
right
now,
but
we're
gonna
judge
our
success
in
our
legacy
on
how
quickly
that
competitive
advantage
will
diminish.
That
would
mean
there
are
more
remote,
first
and
all
remote
companies
to
choose
from
to
your
point
there's
validity
in
the
market.
We
believe
that
the
overall
economic
list,
from
having
a
proliferation
of
those
types
of
companies
will
inevitably
end
up
benefiting
the
industry
as
a
whole.
A
So
it's
not
something
that
we
should
hope
remains
a
competitive
advantage.
We
should
hope
that
the
world
changes
so
significantly
that
everyone
becomes
better
off
and
just
economic
tide
will
rise
all
the
way
around
when
people
aren't
spending
so
much
effort
and
time
and
money
on
commuting
or
real
estate
that
they
don't
really
need
or
office
buildings
that
could
serve
as
affordable
housing.
A
I
mean
the
list
goes
on
and
on
and
on
and
I
do
agree
with
you
that
we're
we're
reaching
a
tipping
point
where
people
are
are
picking
their
heads
up
from
their
phones
a
minute
and
saying
what
are
we
doing
like?
What
are
we
doing
with
our
lives?
Is
this
really
the
best
way
to
spend
the
hours
of
the
day
that
we're
given
people
are
starting
to
understand
like
life
as
a
vapor?
A
It's
it's
shorter
than
you
might
think,
and
remote
enables
you
to
enjoy
more
of
that,
while
also
contributing
productively
to
a
company
that
enables
that
so
it
creates
this
positive
cycle
versus
this
cycle
of
animosity,
where
you
don't
really
want
to
get
up
and
go
serve
this
company,
because
you
have
to
go
commute
all
this
time
and
then
you
come
home
and
you're
still
frustrated.
If
you
wake
up
the
next
day
and
you're
still
frustrated,
that's
a
that's
flipping
that
on
its
head
can
only
be
better
for
business
and
for
society
as
a
whole.
A
I
think
extrapolated.
If
you
have
happier
people
happier
founders
happier,
investors,
people
that
are
just
more
joyful
about
what
they're
doing
and
they
can
infuse
life
into
work
instead
of
work
derailing
their
life.
All
the
time
put
numbers
on
it,
but
I
just
got
a
feeling
that
that's
gonna
help
things
out
overall.
B
It
does
feel
like
it's
changing
a
lot
and
you
can
see
lambda
school,
for
instance,
having
local
chapters
but
effectively
training
people
online.
So
even
earlier
in
the
education
funnel
we're
slowly
but
surely
detaching
yourself
from
those
physical
campus
and
saying:
do
you
really
need
to
travel
down
to
certain
places
like
I
started,
my
career
working
at
Google
and
I,
remember
being
in
a
shuttle
to
incent
and
Cisco
in
Mountain
View
and
some
of
I
had
a
great
time.
It's
a
brilliant
company.
B
Still
you
had
to
commute
an
hour
and
a
half
to
two
hours
on
days
where
you
had
traffic
jam
cuz.
He
was
alone
commute.
So
absolutely
awesome,
company,
talented
people,
but
you
get
to
spend
anywhere
between
two
to
three
hours
a
day
in
traffic,
and
that
is
not
the
way
everyone
was
to
live
today.
So
I
feel,
like
flexibility,
has
been
much
welcomed
since.
A
B
Sure
so
we
are
over
at
remote,
ofthat
IO.
We
have
a
gel
board
where
every
single
offer
is
hand
created
by
our
team,
because
we
want
to
make
sure
we
feature
company
were
putting
trust
front
and
foremost
in
the
process.
We
also
run
a
popular
slack
community,
where
we
see
it
as
a
virtual
co-working
space,
where
everyone
can
interact
network,
find
a
job,
get
feedback
and
just
be
a
remote
work
that
has
connection
we
feel
like
networking
has
been
missing
in
the
space
so
far
and
we
also
run
a
popular
newsletter
in
blog.