►
Description
The art of managing efficient, effective teams becomes more nuanced when the team is distributed. Remote team managers say that communication, accountability, and — counterintuitively — in-person work weeks are some of the keys to success. This panel discusses how they build trust, promote cohesion, and ship great code with distributed technical teams.
Moderator: Andy Sparks, Co-founder and CEO at Holloway
Panelists:
David Singleton, CTO at Stripe
Andreas Klinger, Head of Remote at AngelList
Job van der Voort, Founder & CEO at Remote.com
Shishir Mehrotra, CEO at Coda
A
This
has
been
a
great
conference
so
far,
it's
been
amazing
to
see
how
remote
has
just
taken
off
as
a
subject,
as
he
said,
I'm
Andy
sparks
I'm,
the
CEO
and
co-founder
of
a
company
called
Holloway,
we're
basically
building
a
new
way
to
publish
books
online,
starting
with
professional
reference
guides
that
are
ridiculously
comprehensive
on
subjects
like
equity,
compensation,
raising
venture
capital,
technical
recruiting
and
hiring,
and
we're
excited
yesterday
to
announce
that
our
next
guide
will
be
on
remote
work.
So
it's
a
perfect
subject
and
really
excited
to
be
here.
B
Europe,
I
am
the
founder
CEO
of
remote
Lacombe.
What
we're
building
is
a
global
employer
service.
So
if
you
start
to
work
distributed,
you
can
now
hire
the
best
person
in
the
planet
for
any
given
job
and
it
might
live
anywhere.
The
one
problem
is,
you
actually
have
to
employ
them
and
to
be
able
to
employ
someone
legally
and
fully
compliant.
You
need
an
entity.
You
need
to
do
a
lot
of
work.
So
what
we're
building
is
we're
doing
all
the
work
for
you
and
you
could
just
hire
someone
through
us.
C
A
European
born
no
based
in
San
Francisco
was
founding
team
and
city
of
a
company
called
product,
and
we
sold
two
Angeles
two
and
a
half
years
ago
at
the
AngelList
I'm
in
charge
of
basically
products
related
to
a
remote
work.
We
have
a
huge
job
board
and
my
job
is
kind
of
to
make
sure
it
works
for
remote
teams
and,
additionally,
to
that
I
invest
in
remote
companies.
So
if
you
do
a
tool
in
that
space,
let
me
know
hey.
D
I'm
David
singleton
CTO
at
stripe,
as
probably
many
of
you
know,
we
built
economic
infrastructure
for
the
internet.
We've
actually
had
remote
as
part
of
our
engineering
culture
at
stripe
for
a
long
time.
So
we
hired
our
first
remote
engineer
about
six
and
a
half
years
ago,
when
the
company
was
very
small
and
we've
been
pretty
committed
to
scaling
with
a
large
remote
engineering
team.
The
whole
way
through
and
we've
certainly
run
into
challenges.
But
really
it's
been
a
tremendous
experience
and
I'm
really
excited
to
work
with
our
remotes.
E
I'm
Chiara
I'm,
the
CEO
and
co-founder
of
a
company
called
coda.
We
make
a
new
type
of
document
blends
the
best
parts
of
documents,
spreadsheets
presentations,
applications
into
an
all-in-one
dock.
The
promise
is
that
anyone
can
make
a
dock
as
powerful
as
an
app
before
this
I
spent
about
six
years
at
Google,
with
David
for
a
while
managed
the
YouTube
team
there
and
I've
worked
at
Microsoft
and
the
start
before
that
as
well.
E
Coda
runs
actually
started
as
a
distributed
company,
so
our
first
first
hire
was
in
Seattle
and
built
a
distribute
team
since
then,
and
then
our
product
tends
to
get
used
a
lot
by
people
across
geographies
and
so
lots
of
insight
from
there
oops.
Thank
you
and
in
terms
of
experiences
from
doing
similar
things
at
Google,
which
was
pretty
distributed
as
well.
E
A
B
I
I
actually
used
to
work
a
good
lap
for
the
last
five
here,
so
I
experienced
firsthand.
The
massive
advantage
to
doing
this
I
think
that
as
an
organization,
the
benefits
are
overwhelming.
You
can
find
the
best
talent
in
the
planet
for
any
given
job
and
for
individual
employees.
It
gives
them
a
more
flexible
life.
It's
a
great,
forcing
function
for
good
communication,
good
documentation,
there's
like
very
little
reasons
in
my
mind,
to
not
I,
don't
work
remotely
so
yeah.
E
C
Unit,
if
you,
if
you're,
able
to
hire
people
in
Latin,
America,
Africa,
Eastern,
European
or
even
like
further
away
more
across
time
zones,
and
you
can
make
it
work,
it's
a
complete,
unfair
advantage.
Unlike
the
talent,
you
can
access
the
retention,
you
have
the
quality
to
productivity
and
so
and
so
on.
D
So
we
have
a
really
kind
of
document
based
decision-making
set
of
processes
at
stripe
and
I.
Think
that
we've
both
find
that
that's
great
from
the
perspective
of
being
rigorous,
making
careful
and
clearly
reasoned
decisions.
But
it
also
really
helps
folks
that
aren't
physically
in
a
conference
room.
You
know
sitting
around
talking
about
a
decision
to
actually
be
involved
and
really
deeply
involved
and
able
to
have
equal
ability
to
kind
of
drive
the
direction.
D
Employee
engagement
survey,
where
we
asked
folks
a
whole
range
of
questions,
and
some
of
your
companies
may
do
this
as
well,
and
we
actually
find
that
very
consistently.
Folks
who
are
working,
not
in
offices
are
the
folks
that
respond
to
to
those
questions
most
positively,
and
so,
when
you
see
that
it
just
makes
so
much
sense
to
just
continue
to
build
in
this
way
and
yeah,
it's
been
very
powerful
for
us.
E
Yeah
my
experience,
pretty
similar
from
some
of
those
I,
could
say
that
maybe
one
thing
that
the
before
before
coda,
worked
Google
before
that
Microsoft
Microsoft
and
Google
had
nearly
opposite
cultures
on
how
to
think
about
distributed
work
at
Microsoft.
If
you
weren't
in
Redmond,
you
didn't
exist
at
Google,
I
showed
up
I
inherited
eight
teams
and
eight
different
geographies,
eight
different
time
zones
all
over
the
world,
and-
and
there
was
this
really
interesting
and
Google
kind
of
went
back
and
forth
on
it
early
days
at
Google.
E
Why
and-
and
there
were
basically
three
reasons
given
I
think
two
have
been
expressed.
Well,
one
was
there's
just
really
talented
people
all
over
the
world
and
shutting
down
a
bunch
of
offices
wasn't
going
to
help
any
of
that.
The
second
one
of
which
there
was
this
deep
feeling
of
these
offices
make
us
better.
We
document
things
better.
We
communicate
better,
relying
on
the
person
being
at
the
water
fountain
or
whatever.
E
Is
this
not
a
very
reliable
way
to
ensure
even
the
person
just
down
the
hall
or
the
same
decision
and
the
third
one
that
I
thought
was
interesting?
Was
it
allowed
independent
sub
cultures
to
form?
And-
and
this
was
something
like
if
you
go
to
Google
offices
around
the
world,
they're
all
there's
some
similarity
like
they'll-
have
these
kitchens
that
are
very
similar
and
so
on,
but
they're
but
they're
all
just
slightly
different
and
that
allowed
for
different
types
of
projects
to
be
successful.
E
Different
types
of
people
to
be
successful,
you
know
I
wasn't,
should
we
have
a
project
at
YouTube?
Is
thing
called
Content
ID?
If
you
upload
to
YouTube
it
IDs
all
the
content
against
anything,
that's
ever
been
produced
on
television,
music,
so
on,
and
this
project
was
like
unfunded
in
the
Bay
Area.
A
So
what
would
you
say
to
a
brand
new
manager
whose
brand
new
to
remote
they've
only
ever
managed
co-located
teams
I'm
sure
you've
hired
a
few
people
who
are
not
familiar
with
the
differences
or
maybe
two
or
three
things
that
you
would
say?
These
are
the
things
that
you
have
to
get
smart
on
fast
and
they're.
Gonna
be
very
different
from
what
you're
used
to
I'll.
B
Go
first,
then,
the
first
thing
is:
there's
not
a
big
difference
between
managing
someone
remotely
and
doing
it
in
person.
Aside
from
the
fact
that
you're,
not
in
the
same
physical
space,
fundamentally
you're
doing
the
same
thing,
you
just
have
to
be
much
more
explicit
about
the
way
that
you
communicate
and
the
way
that
you
get
together
right,
like
you,
you
don't
bump
into
each
other
at
the
water
fountain,
because
there
is
no
water
fountain.
B
So
what
you
have
to
do
is
you
have
to
schedule
a
meeting
with
someone
or
you
have
to
send
them
a
message,
and
if
you
want
to
talk
with
them
and
being
very
explicit
about
it,
I
think
it's
like
the
most
important
thing.
How
do
you
communicate
and
then
what
do
you
do
with
the
outcome
or
like
the
output
of
any
conversation
or
anything
that
you
do
and
like
the
solution
to
all
of
that?
It's
usually
I.
You
write
it
down
like
it
was
said
earlier.
B
If
you
have
a
conversation,
you
make
a
decision,
you
write
it
down
somewhere
and
I.
Guess
that
is
the
most
fundamental
thing
where
previously
communication
is
automatic
and
and
and
it
makes
sense
right
if
I
we
talked
to
go
to
each
other,
we
know
how
how
it
works.
If
you
do
things
remotely,
you
have
to
be
explicit
about
everything
you
do
and
I
mean
I.
Think
that's
fundamental.
If
you
nail
that
everything
else
is
about
being
a
manager,
and
it's
basically
saying
it
still,
there's
people
talking
to
each
other.
C
Yet
I
basically
would
say
three
points
like
the
first
one
is
to
what
he
said.
Any
anything
I
was
going
to
mention
it's
basically.
Management
101
has
nothing
to
do
with
remote
and
you
kind
of
like
need
to
level
up
as
a
manager
so
ultimately,
and
that's
kind
of
like
how
I
started
discussions
with
almost
everybody
who's
taking
team
lead
role.
Everything
ultimately
is
your
fault.
If
you're
leading
a
team,
you
either
create
the
context
for
the
person
working
or
worst
case
you
hire
or
not
fire
the
person.
C
C
Natural
to
me,
the
second
one
I
would
say:
is
you
manage
processes,
and
you
lead
people,
and
we
kind
of
have
this
notion
in
mind
that
we
are
managing
people
which
feels
a
little
bit
wrong
to
me,
because
what
you
actually
ultimately
want
to
do?
Is
you
want
to
create
process
that
people
can
basically
autonomously
run
themselves
and
make
decisions
on
their
own
because
most
likely
they're
more
qualified
to
make
those
decisions
at
any
given
moment?
C
So
you
manage
people,
that's
how
you
manage
processes
and
not
two
people
and
the
third
one
is
be
very
careful
about
the
bridges
between
synchronous
and
asynchronous.
So,
for
example,
if
you
have
ten
people
in
the
office
and
two
remote,
it's
very
very
different,
and
if
you
create
in
these
twelve
people
a
sub
team
of
like
four
people
who
act
fully
remote
and
you
kind
of
need
to
be
aware
of
like
where
do
you
have
the
bridges
between
different
kinds
of
MODY
of
operandi?
C
It's
we
tend
to
think
that,
for
example,
it's
exhausting
to
write
something
down.
My
learning
is
it's
in
an
office,
it's
very
easy,
very
approachable,
to
talk
about
something
and
very
annoying
very
hard
to
write
something
down
when
you
actually
work
remote,
it's
very
very
hard
and
annoying
to
write
some
so
to
discuss
something
in
person
or
like
in
hangout,
but
it's
really
easy
and
very
approachable
to
write
something
down,
and
you
almost
have
like
this
problem
there
on
different
layers,
and
you
almost
like
one
a
very
about
the
bridge
in
between.
C
D
But
one
of
the
things
that
we
find
is
we
have
hired
a
lot
of
managers
or
great
managers,
but
have
never
worked
with
remotes
before
and
I
think
it
can
be
quite
daunting
to
join
an
organization
that
really
cares
about
making
this
work
and
realize
I
haven't
done
this
before
you
know.
Do
you
orient
around
that
I
really
I
mean
what
we've
done
specifically
that's
being
most
successful
here?
D
Was
we
had
a
number
of
managers,
who'd
really
just
reflected
on
when
I
have
a
team
in
an
office?
How
is
it
that
all
of
the
that
all
of
the
kind
of
needs
of
the
team
are
met?
So
there
is
some
need
for
community,
which
is
just
like
how
does
everyone
know
each
other
and
get
a
sense
of
like
what
they
care
about?
D
What
they
want
to
be
doing
more
of
or
less
of,
there's
also
a
need
for
coordination
in
terms
of
like
you
know,
making
sure
that
the
dependencies
in
a
project
are
kind
of
understood
and
the
execution
can
go
well
and
then
there's
a
lot
of
need
for
context.
Sharing
and
planning
and
we've
actually
created
meeting
templates
that
help
drive
some
of
those
things.
So
not
every
team
does
this,
but
a
lot
of
our
teams
have
water-cooler
meetings,
and
probably
many
of
you
do
this,
where
they
are
explicitly
put
on
calendar
with
no
agenda.
D
But
the
idea
is
to
chat
and
of
course
you
end
up
talking
about
work,
but
that's
a
really
important
way
that
we
find
that
community
builds
up,
whereas
other
meetings.
That,
of
course,
are
also
put
on
calendar,
a
very
explicit
agenda
to
work
through
specific
items,
and
then
some
of
it
is
just
done
completely
asynchronously
and
actually
producing.
D
What
is
I
mean
that
all
sounds
probably
like
fairly
simple,
but
it's
actually
remarkable
that
just
having
a
template
to
say,
if
you
don't
know
how
to
do
this,
you
follow
this
you're
not
going
to
go
too
far.
Wrong
enables
people
to
get
comfortable
and
then
start
really
iterating
on
the
things
that
particularly
matter
for
their
team
and
so
to
the
direct
question.
That's
what
we
find
most
useful
for
helping
folks
who've
not
had
this
management
experience
before
it
gets
started.
Yeah.
E
Maybe
just
to
build
on
a
couple
of
the
ideas.
I
think
there
are
two
things
dated:
I
would
sort
of
map
into
the
things
of
wit
that
we
do
what
one
is
having
a
distributed.
Team
I
prefer
the
term
mist
remote,
but
the
having
distributed
team
means
you
have
to
be
rigorous
in
your
documentation.
Communication
I
think.
That's
really
important.
I've,
definitely
forces
people
to
write
things
down
much
more
effectively.
I
think
the
bridges
point
is
a
really
good.
One.
E
I
would
argue
that
that
that
bridge,
like
you,
should
bias
towards
that
distributed
instead
of
the
other
way,
and
that's
like
a
cultural
thing
you
have
to
do.
We
adopted
a
thing
in
communication
actually
off
of
a
thing:
I'm,
not
sure
stripe
still
does
it
but
an
email
system.
We
call
public
by
default,
which
yeah
but
I
don't
want.
David,
explain
that
later,
I
guess,
but
that's
a
really
good
way
to
sort
of
encourage
people
to
do
diligent
documentation.
The
other
thing
that
I
heard
that
I
think
is
really
important.
Philosophy.
E
I
thought
designed
your
meetings
and
interactions
like
you
would
design
an
app
and
if
you
were
designing
an
app,
you
would
think
about
the
incentives
and
what
is
the?
What?
What
types
of
behaviors
are
you
creating
you're?
Not
creating
I
love
the
watercooler
one?
We
have
a
thing.
We
call
virtual
lunch.
That's
a
very
similar
idea,
get
in
a
room,
no
agenda,
everybody
can
just
talk
about
whatever.
Actually
in
our
case
often
does
end
up
being
not
work
which
is
sort
of
interesting.
E
We
have
similar
set
of
meeting
templates
for
different
types
of
meetings
and
we
end
up
using
these
tools.
We
have
a
thing.
We
call
a
question
moderator,
it's
a
very
simple
idea,
but
stunning
code,
of
course,
but
you
could
do
it
and
other
tools
if
you
wanted
we're
at
the
bottom
of
like
you're,
reviewing
a
spec
or
something
like
that,
there's
a
table
at
the
bottom.
Everybody
has
a
question
that
you
can
just
vote
them
up
and
down
at
Google.
We
used
to
call
this
dory.
It's
named
after
the
fish
who
asked
all
the
questions.
E
It's
very
simple
idea,
but
the
behavior
it
causes
is
all
of
a
sudden.
You,
don't
you
don't
just
listen
to
the
loudest
voice
in
the
room.
You
people
write
much
more
thoughtful
questions,
because
if
the
pressure
to
write
a
good
one
is
much
much
higher
and
then
because
they're
ranked
you
leave
your
meeting
feeling
like
hey,
we
answered
all
the
questions
that
had
more
than
three
up
votes
and
you
feel
good
about
it.
Instead
of
always
feeling
like
hey,
we
left
and
Whedon
even
talked
about
the
things
you
wanted
to
talk
about.
E
I
have
another
one,
I
do
and
my
staff
meeting
and
a
lot
of
other
means
to
call
sentiment
records.
People
walk
in,
they
fill
in
a
row
and
we
hide
everybody
else's
by
default.
You
fill
in
how
you're
feeling
today,
why
and
sort
of
it,
but
it's
enough
to
get
I,
have
some
meetings
that
I've
designed
around
just
fill
that
thing
in
we'll
talk
about
it.
That's
it
it's
a
little
meeting
and
you
get,
but
it's
like
what
behaviors?
E
Are
you
trying
to
encourage
you're,
trying
to
encourage
decision,
making
you
and
try
to
encourage
good
questions?
Are
you
trying
to
encourage
inclusive
inclusivity,
idea
generation
like
each
each?
Each
one
has
a
different
type
of
incentives,
and
maybe
just
one
last
point
on,
because
you
asked
about
managers
in
particular
I.
E
If
we
don't
have
time,
then
do
we
cancel
or
do
we
reschedule
there's
a
second
one,
which
is
the
meeting
notes
with
a
little
template
for,
however,
you've
decided
you
want
to
do
your
meeting
notes.
There's
a
third
one
for
goals.
Feedback
like
this
is
how
we're
gonna
check
in
every
and
weeks
on
how
you're
doing
on
your
projects
and
a
fourth
one
is
called
growth
feedback,
which
is
for
performance,
trees
and
usually
that
would
all
get
lost
in
a
sea
of
things,
but
just
sort
of
back
to
the
point
of
design
the
behaviors.
E
C
I
try
to
not
have
project
discussions
in
the
one-on-ones
because
regulary
in
a
project
you
have
like
anyway,
more
people
involved,
and
it's
better
to
have
this
discussion
in
a
small
group
and
focus
more
on
the
context
they
work
in
how
they
make
them
as
a
person
and
that
get
basically
discussed
a
career
in
a
way
I'm
like
how
they
are
doing
and
all
this
kind
of
stuff-
and
this
is
kind
of
the
place
where
you
build
trust,
where
you
need
them
and
all
this
kind
of
stuff.
We.
E
Have
a
process
for
that
we
call
tag
ups
designs
that
YouTube
could
be
found
while
I
was
running
product
out
of
fear
running
engineering.
We
found
that
I
would
talk
to
the
product
lead
for
a
team.
You
took
the
entity
per
team,
but
the
same
team
gives
slightly
different
feedback.
Yeah
and
all
of
a
sudden,
they'd
show
up
and
say.
D
E
My
boss
said
this,
and
your
boss
said
that
now
what
do
we
do?
And
so
we
have
this
possibly
called
tag
ups,
which
are
Group
one
on
once,
which
is
basically
like
this
set
of
leaders
for
a
team
and
their
set
of
supervisor
or
whatever,
and
sometimes
the
PR
teams
and
so
on,
and
that's
intended
to
be
project
discussion.
A
Great,
so
we
heard
a
little
bit
about
that.
We
got
a
couple
questions
from
the
audience
just
on
how
you
build
closeness
amongst
the
team,
Shishir
and
David.
You
both
spoke
about
this
a
little
bit
Andreas
and
yobbo.
How
do
you
think
about
when
a
team
is
all
over
the
world?
How
do
you
build
those
informal
water-cooler
moments
where
people
really
get
to
know
each
other
I
think.
B
For
Ron
I
think
it's
like
one
of
the
most
important
things
to
nail.
I
think
the
biggest
risk
of
having
a
distributed
team
is
that
people
stopped
interacting
all
right.
They
only
talk
related
to
work
right
and
the
risk
of
that
people
sort
of
feel
isolated.
So
you
have
to
make
explicit
lens
and
it
varies
hi
and
so
it
get
lab.
You
know
we
started
out
every
meeting.
B
We
would
discuss
everything
every
single
day,
because
we
were
seven
nine
people
and
you
could
just
discuss
everything
and
then
we
were
a
hundred
people
and
Tully
doesn't
work
anymore.
You
can
still
get
together
in
a
single
zoom
room,
but
like
not
everybody
can
talk
anymore.
So
you,
you
have
to
consciously
explicitly
make
plans
and
about
how
to
do
it.
So
I
promote
one
of
the
things
we
found
is
like.
We
have
these
water
cooler
moments
as
well,
and
you
both
mentioned
it
that
it
often
goes.
A
D
I've
got
one
thing
that
I
would
say
to
build
on.
This
is
something
that
we've
definitely
find
important,
is
travel,
Dawes,
batterer,
sometimes
right
so
periodically.
Bringing
teams
together
actually
physically
co-present
for
all
of
the
watercooler
meetings,
and
you
know,
hang
out
and
slack
chaps
together
and
talking
about
non
work
stuff,
which
we
really
do
and
really
encourage,
there's
nothing
quite
as
powerful
as
like,
every
six
months,
bringing
a
team
together
in
one
location
and
the
way
we
do.
D
This
is
once
a
year
we
get
the
whole
company
together
and
therefore
all
of
our
remote
teams
are
together
be
interesting
to
see
how
much
longer
we
can
do
that
for
continued
pretty
quickly,
and
then
every
team
is
expected
at
least
one
other
time
in
the
year
to
find
you
know
a
particular
place
in
the
world
that
they'll
travel
to
and
get
together
and,
of
course,
a
lot
of
work.
Talk
happens,
but
a
tremendous
amount
of
just
personal,
bonding
and
developing.
B
Yeah
we
do
the
same
thing.
We
encourage
people
to
if
employees
are
close
together,
colleagues
to
meet
up
and
just
work
for
the
day
together,
even
if
they're,
maybe
not
working
on
the
same
thing,
I
think
it's
risky
for
the
the
culture
of
remote
work
to
say:
oh,
you
don't
need
to
be
in
person,
it's
great
to
be
in
person,
it's
great
to
be
here
right
and
there's
value
in
that,
and
we
try
to
encourage
that
at
any
moment.
I
have.
C
I
think
that
remote
team,
like
they
did
the
controversial
space
I,
think
we
are
lying
to
our
selves
intact,
a
lot
of
other
people
about
like
remote
work,
because
it's
it's
treated
like
a
binary
thing
like
your
ID
or
our
remote
or
not,
which
is
completely
not
true.
Most
of
the
remote
teams,
even
famous
ones,
are
actually
not
even
hiring
outside
of
court
time
zone.
Many
of
them,
like
many
American
remote
teams,
full
distributed
teams,
don't
hire
outside
of
the
US
if
they
hire
outside
of
the
yes,
they
hire
in
the
Canada.
C
It's
this
whole
like
nowadays,
the
discussion
is
no
longer
if
you're,
working,
remote
or
not
because
people
here
right
now
to
their
emails
for
work.
They
work
remote
right
now,
so
they
said
no
longer
binary.
The
question
is
now
like
a
spectrum,
and
it's
that
the
two
axes
here
or
how
close
is
like
how
many
people
are
close
to
one
of
your
offices
or
like?
Maybe
you
can
work
from
there
and
the
other
one
is
like
across
how
many
time
zones
do
your
work,
and
this
basically
defines
how
asynchronous
your
work.
C
If
everybody
is
in
the
same
time
zone,
your
remote
team
will
work
very
very
differently
as
if
everybody's,
like
in
multiple
time
zones,
and
this
the
same
is
true
with
like
with
a
culture
like
it's,
not
binary,
you're,
not
not
going
to
meet
each
other,
like
I,
highly
recommend
small
teams
to
constantly
meet
like
meet
for
every
project
kick
off.
If
you
want
to
it's
the
best
thing
you
can
do
you.
B
It'll
budget
scales,
according
to
their
amount
of
people
that
you
visit
so
to
early
employees
that
get
laughs
what
they
did
for
six
months.
They
travel
around
the
world
from
country
to
country
they
literally
traveled
around
the
world,
visiting
a
different
set
of
colleagues
every
two
weeks
or
so,
and
they
just
did
that
for
six
months.
Yeah.
A
How
do
you
know
they're
not
just
doing
the
dishes,
all
the
time
I
mean
you,
can
only
do
the
dishes
so
often,
but
I
think
that's
an
emblematic
of
a
larger
question
of
how
do
you
trust
people?
You
know
individuals,
but
also
how
do
people
on
the
team
each
other
and
to
to
be
productive?
How
do
how
do
you
think
about
that
in
sushi?
Let's
start
with
you
down
on
your
side,
this
time
I
mean.
E
I
think
you
can
have
all
those
same
trust
issues
in
the
same
ops
like
I,
really
like
your
two
axes
of
looking
at
distributed,
makes
me
think
about
how
distributed
where
they
are.
The
so
I'm
not
sure
that
the
patterns
of
well
this
person
is
like
they
show
up
late
or
they
weren't
on
this
meeting
or
so
on.
I
think
it's
roughly
the
same
and
I
think
I.
Think
the
one
of
the
reasons
like
if
I
go
back
to
that
101
doc.
E
As
an
example,
I
think
one
thing
that
most
managers
don't
do
is
find
ways
to
get
feedback
on
that
early
enough
in
the
process
for
people
to
understand
impressions
like
it
yeah.
The
worst
thing
you
do.
Is
you
put
someone
on
up
on
a
performance
plan
and
you
say
hey.
You
know
your
colleagues
are
complaining
that
you're
not
working
hard
enough
or
so
on
and
you're,
like
so
far
down
having
ruined
your
impression
with
your
colleagues,
and
you
had
no
idea
that
you
were
causing
that
impression.
E
E
D
Like
Shishir
I
was
at
Google
for
many
years
and
in
fact,
I
joined
Google
as
one
of
the
first
engineers
in
the
London
office
when
we
were
in
this,
like
massive
spread
out
all
over
the
world
and
I
used
to
worry
about
it.
From
the
perspective
of
like
myself,
you
know:
do
my
colleagues
in
Mountain
View
trust
that
I'm
actually
getting
stuff
done
and
then
I
used
I
worried
about
it
as
I
kind
of
ramped
up
at
stripe
and
was
thinking
about
it.
How
does
this
work
for
us?
D
But
the
really
remarkable
thing
is
it's
actually
a
real
non-issue
at
stripe
and
I.
Think
a
lot
of
the
reason
is
even
folks
that
work
in
our
offices,
we,
we
create
lots
of
spaces
around
the
office
where
you
can
work
and
there's
definitely
not
a
default
assumption
that,
if
you're
not
at
your
desk
you're,
not
being
productive
somewhere,
the
real
default
assumption
is
that
and
we've
managed
to
get
this
in
the
culture
that
we
really
just
trust.
D
Each
other
and
people
do
really
good
work,
and
it's
because
the
way
that
we
show
the
artifacts
of
the
work
are
through
public
discussions.
On
mailing
lists
or
documents,
or
we
actually
have
a
culture
of
every
time,
a
piece
of
work
that
is
of
any
consequence
is
completed.
We
send
an
email
to
a
very
wide
list,
called
shipped
at
and
kind
of
document.
What
we
did
and
people
are
really
much
more
tuned
in
to
looking
at
those
artifacts
of
impact
than
is.
E
Think
that's
an
important
point
like
if
you
want
to
create
a
culture
where
people
are
accountable.
Those
things
create
as
many
ways
as
possible
for
people
to
be
aware
of
them
and
chip
dab
people
do
with
slack
people.
Do
it
all
sorts
of
different
ways,
and
it's
really
important.
We
do
it
with
demos
on
Friday
and
it's
like
still
do
weekly
demos
to
the
whole
company,
where
everybody's
work
is
acknowledged
for
the
week
and
you
feel
bad.
If
you
have
nothing
on
that
list,
everybody
feels
bad.
So.
A
When
hiring
new
folks
on
the
team,
are
there
any
specific
skills
that
you
should
over
index
on
more
for
remote
teams
versus
people
that
are
co-located
or
in
person
in
an
office
in
particular,
some
from
the
audience
asked,
for
instance,
if
someone
is
a
poor
communicator,
should
you
just
not
hire
them?
I
I.
B
B
I
think
being
empathic
is
also
important,
because
the
moment
you
have
a
team,
that's
spread
across
the
world.
You're
gonna
have
many
different
cultures
and
people.
You
know
most
people,
your
team
will
probably
be
speaking,
not
their
mother
language
and
it's
gonna
be
hard
to
get
your
point
across
and
be
understood
this.
The
way
you
mean
it
and
and
the
same
for
your
colleagues,
and
that
is
something
to
be
aware
of.
E
I
figured
hearing
a
general
theme
of
don't
treat,
distributed
as
significantly
different
building
your
culture
from
the
start,
just
one
small
thing,
I'd
say
and
ask
that
question
is
I.
Think
the
best
signal
for
a
lot
of
those
things
are
not
it.
If
you
think
about
the
hiring
process,
I
think
the
signal
you
get
on
those
types
of
cultural
things
is
often
not
in
the
interview
it's
in
the
reference
checks
and
so
designing
your
reference
sex
questions
to
ask
that
is
this
person
a
self-starter?
E
Not
you
want
to
try
to
add,
not
ask
leading
versions
of
it.
I
think
they
all
describe
how
this
person
works
describe
what
type
of
at
this
price,
but
what
type
of
oversight
they've
generally
had.
Can
you
tell
me
about
times
where
you
tell
them
take
initiative,
but
I
didn't
take
initiative?
What
of
whether
colleagues
say
about
them?
You
know
I've
made.
Have
you
heard
any
history,
sir?
Like
it's
different
questions,
you
can
ask
that'll
lead
to
that
yeah
in.
A
D
So
the
majority
of
our
teams
are
set
up
this
way.
We
do
have
some
fully
remote
teams
and
we
say
remote
and
I
agree
with
Shishir
that
it's
probably
not
there,
the
best
terminology,
but
when
we
talk
about
offices
around
the
world,
we
think
of
them
as
distributed
offices,
and
we
should
probably
figure
out
some
better
naming
for
it.
But
the
majority
of
our
teams
actually
have
some
folks
are
in
an
office,
and
some
folks
are
not.
D
D
This,
for
once,
it's
kind
of
going.
It
works
really
well,
but
it's
definitely
something
where
it's
a
particular
pitfall
of
managers
who
have
not
experienced
this
before
to
only
really
think
of
their
team
as
the
folks
that
they
see
around
them
and
to
sort
of
forget
about
the
the
folks
are
not
physically
in
the
office.
A
A
B
A
pretty
good
start
yeah,
if
you're
a
manager,
you
should
regularly
talk
with
your
people
and
I've
great
one
of
the
ones
that
are
focused
not
on
the
work
but
like
on
how
they
are
doing
like
through
that.
You
should
be
able
to
discover
to
a
degree
how
someone
else
is
doing
I.
Think
one
of
the
most
important
things
that
I
find
about
working
remotely
effectively
is
by
being
very
transparent
and
open
by
default
like
at
stripe.
B
It
was
the
same
thing
where,
if
you
have
artifacts
like
you,
make
sure
that
it's
clear
to
everybody
what
they
are,
if
you
see
that
someone
is
engaging
less
or
their
activity
goes
down
from
either
their
own
baseline
is
right.
Some
people
talk
more.
Some
people
talk
less,
that's
a
sign.
There's
a
manager!
You
should
pay
attention
to
that.
That's
that's
important!
Then
you
know
there's
plenty
of
tools
to
track,
keep
track
of
that,
but
also
just
intuitively.
You
should
be
able
to
do
that.
A
C
Nobody
would
know-
and
it's
very
very
common,
so
it's
it's
like
kind
of
an
assumption
that
you
just
believe,
because
this
person
is
close,
that
we
have
like
empathy
like
what
they're
actually
thinking
right
now,
I
think
it's
like
just
one
of
those
monkey
patches.
We
got
to
use
to
like
one
of
these
little
things
like
have
a
quick
meeting
and
discuss
something
in
the
office.
You
know
like
walk
by
if
somebody
is
actually
having
code
on
their
screen.
You
know
like
look
if
they're
a
smiling.
C
E
E
It
seems
wrong
to,
but
if
you
build
it
in,
then
it
doesn't
feel
that
wrong
and
so
like
most
I
want
to
once
the
dock.
At
the
top
of
each
meeting
note
says
like
it's
a
little
sentiment
thing:
I
picked
a
five,
a
five
point
scale
and
it's
got
like
some
words
I
like
to
use
for
like
how
you're
feeling
that
makes
it.
You
know
you
a
lot
of
people
start
well
and
I
want
that.
E
How
are
you
doing
and
they
answer
that
question
is
superficial
and
which
is
very
different
than
like
no
no
I
compared
to
last
week
or
compared
to
your
usual.
Are
you
feeling
really
positive,
you're
feeling
really
negative,
but
you're
like
and
whatever
it
is,
and
just
give
a
space
in
your
time
for
that
to
be
a
regular,
like
unexpected
part
of
the
discussion,
so
that
the
employee
knows
that
they're
allowed
to
say
actually
I'm
not
doing
that
great?
E
C
That
one
small
trick
that
helps
here
is
people
combined
with
context
is
output,
and
in
this
personal
discussion
it's
usually
easier
for
a
person
to
discuss
the
context.
That's
bothering
them
then
actually
themselves
and
like
how
they
feel
and
like
because
if
you
are
unproductive
right
now,
you
feel
very
insufficient.
As
a
team
member
and
everything
you
might
be
like
media
unhappy
about
this,
it's
sometimes
just
easier
to
focus
on
the
context
and
get
people
to
start
talking
about
that
and
then
actually,
like
reverse
engineer
from
there
in
a
sense.
A
E
D
E
Yeah
I
think
that's
a
great
question
and
I
do
think.
It's
it's
like
important
to
recognize
that
maintaining
an
organized
archive
of
everything
that's
ever
been
written
down
is
not
necessarily
a
good
goal.
Okay,
there's
some
things
are
meant
to
go
away
and
they're
meant
to
die.
If
that's
okay,
and
if
you,
if
you
go
too
far
on
it's,
probably
not
gonna
help
you
with
anything.
E
E
Then,
like
think
of
the
principles
as
things
that
anybody
should
be
able
to
repeat
when
one
of
you
supposed
to
use
one,
when
are
you
supposed
to
use
the
other
to
be
able
repeat
it
like
one
sentence
or
two
and
that's
always
a
really
big
challenge,
because
they
tend
to
be
archived
very
differently
and
async
I.
Think
mostly
I've
always
been
surprised
that,
like
the
value
proposition
of
slack,
is
there
to
search
I've,
never
found
that
to
be
a
useful
value.
E
I'm
not
saying
whether
they
do
a
good
job
or
not
to
say
I,
think
I,
don't
think
that's
the
idea.
It's
like
make
this
searchable
and
then
in
the
document
side,
I
think
creating
a
set
of
forums
that
allow
for
the
right
things
to
be
captured
in
the
right
places
and
then
acknowledging
the
other.
Things
are
meant
to
go
where,
like
it's,
it's
totally,
okay,
that,
like
doctrines
get
written
and
you
don't
need
to
go
back
and
update
the
spec
from
three
years
ago.
E
D
Of
the
things
that
we
do
to
help
with
the,
what
are
the
expectations
around
how
long
a
document
is
relevant
for
last
for
is
we
actually
use
different
tools
with
different
expectations,
so
loved
it
or
hated?
We
use
confluence,
but
it
is
for
stuff
that
really
is
expected
to
persist
for
a
very
long
time.
E
One
like
small
thing
about
that
is
we
like
to
create
escalating
patterns
for
those
things
so
often
like
this.
A
simple
thing
like
a
naming
convention
can
help
a
lot
like.
If
you
take
a
group,
you
set
up
a
team,
it's
pretty
likely
that
pretty
early
on
we'll
set
up
a
slack
channel
on
email,
alias
so
on,
and
if
you
just
build
the
matching
versions
in
each
of
those
tools
whatever
they
might
be,
it
helps
a
lot
of
like
okay.
E
A
B
C
Like
I
think
we're
kind
of
generation,
one
I
gotta
get
regularly
asked
like
about
communication
tools
by
some
VC.
If
they
should
invest
and
I'm
literally
communication
to
it's
almost
the
most
boring
thing,
you
could
invest
if
you
think
about
remote,
there's
so
much
interesting,
stuff
happening
right
now,
because
people
start
thinking
globally
and
yeah
like
I,
would
love
to
like
focus
like
see
what
generation
to
is
great.