►
From YouTube: Gitlab's Remote Playbook with Darren Murph
Description
As the world suddenly went all-remote due to COVID19, Full Stack Developers Israel hosted Darren Murph, Head of Remote at Gitlab, for an online session about Gitlab's All Remote Playbook.
A
A
Darren
Murph
he's
head
of
remote
at
gitlab,
the
world's
largest
all
remote
company
before
I,
had
the
virtual
mic
over
to
Darren,
we'll
hear
a
few
words
from
the
or
convey
who's,
the
founder
and
CEO
of
tikal
knowledge
before
we
start
I
just
want
to.
Let
you
know
this
that
this
session
is
broadcasted,
live
on
our
YouTube
channel
and
we're
also
recording
it.
A
B
B
My
name
is
Theo
from
takara
and
welcome
to
the
gate.
Live
remotely
would
meet
up
with
Darin
nerve.
Thank
you
darling.
For
joining
us.
The
full-stack
community
is
the
largest
meetup
in
israel
with
more
than
12,000
members
who
need
some
monster
basis
for
almost
eight
years,
and
today,
I
would
like
to
introduce
to
you
the
full
stack
TechRadar,
which
is
an
eggless,
our
community
members,
software
leaders,
an
organization
to
stay
ahead
of
the
game
in
the
software
industry.
B
The
tech
order
is
built
from
form,
domains,
begin'
and
a
machine-learning
Devil
front
end
and
mobile,
and
has
therefore
rings
the
try
ring
represents
tech
topics
to
explore
a
temptation
to
the
start.
Ring
represent
ectopic
to
start
using
development
environment
with
caution
in
production.
The
keyring
represent
tech
topics
which
are
current
best
breed
of
of
any
software
technology
step
and
the
start
ring
represent
Dec
topics
which
are
should
avoid
using
and
our
current
technical
debt.
In
addition,
the
ticket
are
summarized
the
hottest
trends
in
the
software
English
industry.
B
B
Definitely
the
most
popular
topics
nowadays,
but
already
already
been
marked
and
noticed
by
us
in
late
2019
is
the
new
approach
to
the
local
software,
talent
shortage
and
here's
the
opportunity
for
us
to
is
about
remote
work
from
the
earliest
adaptors
we'd
love
the
world
largest,
all
remote
company,
more
with
more
than
1,700
employees
in
all
over
65
countries,
so
go
ahead
during
the
zero
stage.
Thank
you.
Awesome.
C
Thank
you
you're
and
thanks
everyone
for
joining
today.
I'm
gonna
share
a
presentation,
but
first
I
want
to
say
to
those
joining
on
zoom'
we're
gonna
do
a
very
get
ladi
thing.
So
I'm
gonna
talk
a
little
bit
about
this,
but
I
want
to
invite
you
to
actually
participate
in
this.
So
I'm
gonna
send
out
a
link
here.
You
should
see
that
so.
C
Do
during
this
call
as
something
that
get
loud
does,
which
is
for
every
business
meeting.
We
have.
We
append
a
Google
Doc
in
the
invite
and
that
serves
as
the
permanent
agenda
so
that
you
can
even
look
back
at
past
meetings.
Click
on
one
link
and
get
some
takeaways
on
what
happened
in
that
meeting
and
so.
C
C
You
can
read
those
afterwards
and
then
there's
some
questions
down
below
and
then
I
see
that
some
folks
have
already
put
a
few
questions
in
which
is
awesome
and
as
we
were
getting
started
here,
I
actually
went
through
some
of
these
and
added
a
few
links
and
a
few
answers
and
I'll
explaining
that
as
well
as
we
go,
but
I
think
we're
down
to
question
7
or
8
now
so
as
I'm
going.
If
things
pop
to
your
mind
feel
free
to
add
questions
there
and
we'll
address
those
after
the
fact.
C
Awesome
so
thank
you
all
very,
very
much
for
being
gracious
with
your
time.
Thanks
for
joining
today,
we're
in
an
interesting
place
in
the
world
and
remote
work
is
now
a
very
germane
topic
for
a
lot
of
people.
They
were
working
co-located
a
month
ago
and
now
they
find
themselves
suddenly
remote,
and
so
this
deck
focuses
mostly
on
what
teams
and
leaders
can
do
to
stabilize
their
environments
and
help
their
teams
thrive.
C
A
bit
about
me,
I've
been
working
remotely
across
the
spectrum
over
moved
for
my
entire
career.
So
over
14
years
now
so
I've
worked
in
co-located
spaces.
I've
worked
in
hybrid
remote
settings
where
part
of
the
company
is
in
an
office
and
part
of
the
company
is
remote,
distributed
around
the
globe
and
now
get
lab
the
world's
largest
all
remote
company,
where
we
have
no
company
owned
offices
whatsoever.
So.
C
Ceo
you'll
need
to
come
to
his
apartment
or
once
the
world
returns
back
to
normal,
arrange
a
time
to
meet
at
a
coffee
shop
and
the
first
three
employees
of
the
company
were
actually
in
three
different
countries,
and
so
they
were
a
kind
of
remote
by
default.
They
briefly
had
an
office
after
graduating
from
Y
Combinator.
It
was
just
the
thing
to
do
that
lasted
about
three
days
and
then
people
stopped
showing
up
and
they
said
well.
Why
should
we
waste
money
on
this?
C
Lease
work
is
still
getting
done,
we're
still
communicating
with
each
other,
and
thus
the
all
remote
notion
of
get
lab
was
born,
want
to
preface
what
I'm
gonna
speak
about
today
with
this
so
a
couple
of
weeks
ago,
a
lot
of
our
best
knowledge,
a
lot
of
the
guides
that
I've
published
within
the
get
lab
handbook
we
packaged
together
and
something
that
we're
calling
the
remote
playbook.
And
so,
if
you
go
to
all
remote
dot
info
which
I'll
share
in
the
Google
Doc
that
I
linked
you'll
see
right
at
the
top.
C
C
Worry
it's
all
available,
so
we
believe
that
all
remote
is
the
future
of
work.
When
you
decouple
geography
and
work,
you
empower
a
lot
of
amazing
things
to
happen,
but
it
does
have
its
challenges
and
especially
when
external
forces,
like
the
ones
that
we're
dealing
with
today,
rush
its
implementation.
So
I
want
to
say
that
there's
a
big
difference
between
forced
work
from
home
in
a
crisis
and
a
very
intentionally
structured,
remote
work,
environment,
two
different
things.
C
C
You
can
tell
it's
not
quite
dialed
in,
and
there
were
external
forces
that
are
impacting
this,
and
so,
if
you're,
if
you're
a
little
bit
upset
with
how
work
from
home
is
going
for,
you,
for
you,
I
assure
you
that
you're
not
alone,
but
this
is
an
opportunity
to
dial
in
some
some
infrastructure
and
get
a
few
things
right
to
lay
the
groundwork
for.
What's
ahead,
three
main
challenges
that
I'm
gonna
address
today:
the
first
is
workspace:
what
if
your
home,
isn't
designed
to
be
an
office?
The
second
is
communication
is
a
common
common
thought.
C
A
C
To
put
yourself
in
the
mindset
of,
we
need
to
break
all
the
rules,
and
it's
gonna
seem
awkward
until
it
doesn't,
and
I
just
want
to
get
you
in
the
right
mindset.
Speaking
of
that,
transferring
and
transitioning
to
remote
is
not
something
that
happens
overnight.
I've
seen
a
lot
of
team
leaders
kinda
hard
on
themselves
that
it's
not
quite
working
out
the
way
they
thought
overnight
and
I
just
want
to
encourage
you
that
remote
isn't
something
that
happens
overnight.
It's
not
a
binary
switch
that
you
flip.
C
So
the
key
thing
right
now,
if
you've
been
forced
into
remote,
is
to
focus
on
stability.
We
just
need
to
stabilize
things,
but
in
that
stabilization,
let's
take
a
long-term
approach
so
that
we
start
laying
groundwork
for
remote
being
a
core
part
of
our
operational
strategy
and
our
actual
talent
strategy.
So
I
would
say
either
way
you've
got
to
figure
out
the
here
and
now
you
might
as
well.
Do
it
in
a
way
that
benefits
you
long
term.
C
So
the
first
element
here
is
to
establish
a
remote
leadership
team.
So
there
is
a
lot
of
nuances
to
remote
and
it
doesn't
neatly
fit
entirely
into
let's
say
achieve
people
officer
role
or
a
chief
operations
officer
role
or
even
a
chief
IT
or
business
operation.
There's
some
changes
that
you'll
need
to
make
from
a
tooling
perspective.
Some
changes
that
you'll
need
to
make
from
an
access
perspective,
definitely
changes
from
a
people
and
culture
perspective,
and
it
really
requires
all
of
these
functions
to
come
together
and
have
a
unified
front
on
here's.
C
That
is
now
suddenly
remote,
because
they're
all
gonna
have
different
things
that
break
they're.
Gonna
all
have
different
challenges,
and
if
you
provide
a
feedback
mechanism
that
from
them
you'll
start
to
quickly
see
some
trends
and
I
think
the
trend
lines
that
you
see
will
prioritize
what
you
need
to
fix,
first
and
and
second
and
so
on.
C
The
second
thing
is
establishing
a
handbook
in
this
kind
of
segues,
from
the
feedback
mechanisms
you
say:
where
do?
Where
do
we
provide
a
feedback
mechanism?
Where
do
people
provide
feedback?
Get
labs
handbook?
If
you
printed
it
out
will
be
over
5,000
pages,
it's
all
open
source.
We
don't
have
an
internal
handbook
on
an
external
handbook.
Everything
is
external
to
the
world.
I
recognize
that
not
every
company
will
be
that
comfortable
with
that
level
of
transparency,
but
get.
C
A
great
place
to
start
a
handbook
if
you
want
to
start
smaller
notion,
is
a
good
place
as
well
as
a
company
called
ask
Almanac
they're
relatively
new,
but
they've
crowd-sourced,
a
lot
of
guides
that
they
will
let
you
use
as
a
starter
template,
and
then
you
can
kind
of
iterate
on
it
and
build
for
your
company.
That
way,
you
don't
have
to
start
completely
from
scratch.
As
a
blank
page
that.
C
Labs
handbook
did
begin
as
one
page
so
establishing
it
now
and
getting
it
going
is
really
important.
People
often
ask
me:
well
how
does
a
handbook
start?
What
is
the
first
thing?
I
should
write
down,
I
think
it's
two
things
one.
You
should
write
down
your
culture
document,
your
values,
document
your
culture
and
a
lot
of
co-located
spaces.
C
The
next
thing
is
to
establish
a
communications
plan,
and
this
may
feel
a
little
awkward
structuring.
Communication
may
feel
like
micromanagement,
but
here's
the
thing.
If
you
don't
tell
the
remote
team,
where
business
communication
happens
and
where
informal
communication
happens,
you
just
sort
of
assumed
that
those
things
will
work
themselves
out.
They
might
not-
and
this
generally
leads
to
the
isolation
and
loneliness
loneliness
that
you
oftentimes
hear
cited
as
a
big
issue
with
remote
work.
C
In
many
cases,
people
feel
isolated
because
they're
people
group
or
their
leadership
team
they
do
not
take
the
proactive
effort
to
establish
communication
channels
where
people
can
just
talk
about
life.
So
an
example
that
get
lab
does.
Is
we
actually
expire
our
slack
messages
after
90
days,
and
the
reason
we
do?
That
is
twofold
one.
We
don't
want
to
work
to
happen
in
slack.
We
want
all
of
our
work
to
happen
in
a
get
lab,
merge
request
or
a
get
lab
issue
so
that
it's
universally
accessible
and
it's
transparent
to
the
entire
company.
C
The
problem
of
doing
work
and
slack
is
that
even
in
a
public
Channel,
sometimes
the
communication
can
get
fractured
and
then,
if
it
breaks
off
into
a
direct
message
now
you
have
silos
of
communication
and
it's
very
very
quickly.
You
can
create
a
situation
where
individual
teams
don't
know
what's
going
on
across
the
organization,
and
then
you
get
a
lot
of
dysfunction
and
chaos,
so
you
want
to
do
whatever
you
can
from
a
structural
communication
standpoint
to
avoid
that.
C
So,
if
we're
get
lab
by
expiring
those
messages,
it
triggers
this
thought
in
our
head
that
you
know
I
don't
want
to
start
this
project
or
this
idea
in
slag,
because
after
90
days,
I
won't
even
be
able
to
search
for
it
and
see
the
archive
of
my
train
of
thought.
So
I'm
gonna
start
it
over
here
and
get
loud
issue
where
everyone
can
see
it.
So
I
call
that
a
forcing
function
and
I've
linked
one
of
our
guides
on
forcing
functions
in
the
Google
Doc
within
zoom
and
for
those
listening
on
YouTube.
C
If
you,
google,
remote
first
forcing
functions,
get
you
will
see
that
as
one
of
our
guides.
In
addition
to
that,
the
second
part
of
why
we
do
that
within
slack
is
it
makes
slack
an
amazing
and
formal
communication
tool.
So
if
we
don't
use
it
for
work,
what
do
we
use
it,
for
we
create
a
lot
of
topical
channels,
and
this
is
the
responsibility
of
our
people
rube,
something
that
I
alluded
to
earlier.
So.
C
Do
people
want
to
talk
about?
Maybe
it's
hiking,
maybe
it's
mental
health,
maybe
it's
music!
Maybe
it's
Fitness!
We
have
a
parenting
channel
that
has
been
quite
popular
of
late
now
that
many
many
of
our
employees
around
the
world
have
kids
at
home.
So
now
they're
kind
of
double-timing
as
a
home
school
teacher,
and
so
this
parenting
channel
is
there
for
parents
to
just
join
together
as
humans
and
as
parents,
and
and
connect
on
what
apps
they're,
using
what
educational
programs
they're
looking
into
what
tips
they
have
for
keeping
their
kids
sane
and
injury-free.
C
It's
very
free-flowing
conversation
and
we're
able
to
bond
and
connect
with
people
and
a
very
real
and
meaningful
way,
and
it
happens
pretty
naturally,
but
you
have
to
take
that
first
step
of
creating
that
channel
and
giving
people
permission
to
talk
about
things
like
that.
If
you
don't
you
use
it
explicitly
for
work,
people
will
tend
to
feel
isolated
and
we
overrun
by
work
and
they
won't
have
enough
opportunity
to
actually
connect
as
humans.
C
The
next
thing
is
minimizing
the
tool
stack
and
then
this
one
can
be
a
bit
controversial
because
for
some
teams,
if
you're
going
remote-
and
you
don't
have
the
right
tools
in
place-
you
actually
do
need
to
implement
a
new
tooling
just
to
enable
and
empower
your
team.
But
if
you're
coming
from
a
place
where
you
already
have
some
amount
of
digital
connectivity,
I
would
say
to
introduce
as
little
new
chaos
as
you
possibly
can,
and
a
new
tool
on
top
of
being
in
a
new
work
environment
can
create
a
lot
of
unnecessary
chaos.
C
So
the
core
for
then
get
lab,
uses,
azumed,
slack,
get
lab
the
product
for
merge,
requests
and
issues,
and
G
suite
and
I
often
times
get
asked.
Why
do
we
use
zoom?
If
you
have
Google
Hangouts
or
slagged
video
and
the
truth
is
the
enterprise
scale
and
zoom
is
unmatched?
We
oftentimes
have
over
600
people
on
a
zoom
call,
it's
something
that
we
need
at
our
scale
and
it
always
works
without
a
hitch,
and
so
that
is
very
useful
for
us.
But.
C
Team,
you
can
potentially
even
MIT
that's
further
and
just
used
the
video
features
within
G,
suite
or
slack,
or
something
like
that.
The
overall
point
here
is
take
a
look
at
what
tools
you
have
and
instead
of
immediately
jumping
to
introduce
a
new
one,
see
if
you
can
use
what
you
currently
have
in
a
different
way.
Quick
note
on
that
for
G
suite.
For
example,
a
lot
of
people
are
familiar
with
Google
Docs
and
you
may
use
them
ad
hoc
for
meeting
nodes
or
just
a
scratch
pad.
C
But
gitlab
took
the
G
suite
and
said
you
know
what
if
we
took
Google
Docs
and
we
appended
it
to
every
single
meeting-
invites
that
every
meeting
would
have
an
agenda
so
that
every
meeting
wouldn't
have
a
purpose.
There
would
be
a
documented
flow,
such
as
the
people
that
came
into
the
meeting
late
or
couldn't
join.
The
meeting,
for
whatever
reason
would
still
have
some
sort
of
document
at
trail
on
what
actually
happened.
So
we
didn't,
except
to
buy
a
new
tool
for
that.
C
We
just
used
Google
Docs
in
a
way
that
isn't
conventionally
thought
to
be
used.
So
they
encourage
your
leadership
team
to
think
about
that.
What
tools
that
do
we
have
that
maybe
aren't
being
utilized
to
their
full
extent,
and
the
last
big
thing
I
want
to
talk
about
is
driving
change
being
forced
into
a
remote
environment.
It's
it's
a
lot
of
change.
It's
jarring
and
I
want
to
point
out
that
it's
not
about
going
from
the
office
to
remote.
C
If
you
took
all
of
get
labs,
employees
which
are
all
remote
and
overnight,
you
forced
us
into
an
office,
it
would
also
be
very
jarring,
for
us
would
be
very
upsetting
to
our
workflows.
Our
workspaces
would
look
very
different.
Maybe
our
connectivity
would
have
issues.
Maybe
the
key
fobs
for
the
elevator
wouldn't
quite
work
right.
C
Even
people
have
seen
examples
where,
if
you
live
in
a
small
one-bedroom
apartment-
and
you
don't
have
a
dedicated
space
to
carve
out,
leadership
can
be
more
lenient
when
it
comes
to
expenses
and
allowing
people
to
express
things
like
noise,
cancelling
headphones
or
a
more
ergonomic
death
setup.
Something
to
make
them
feel
more
comfortable
in
that
new
space.
C
I've
linked
a
few
of
these
in
the
Google
Doc.
But
the
point
here
is
that
there's
a
lot
of
great
information
within
the
gitlab
handbook.
We
have
links
and
guides
on
how
we
do
everything
related
to
about
how
we
think
about
asynchronous
workflows,
how
we
think
about
documentation
even
how
we
hire
an
interview
and
compensate
people
in
a
remote
space.
We're
also
working
on
a
few
more
guides
things
like
collaboration.
C
We
oftentimes
get
how
do
I
collaborate
with
my
designers
remotely
and
we're
also
doing
a
dedicated,
deep
dive
on
onboarding
on
how
we
actually
onboard
people
when
there's
no
office
to
usher
them
in.
So
all
remote
info
is
the
takeaway
link
here
we're
building
in
standing
up
new
guides.
All
the
time
join
the
all
remote
conversation
on
Twitter
and
I'm
on
Twitter.
C
So
if
you
have
any
additional
questions
after
this,
please
feel
free
to
reach
out
to
me
mention
that
you
were
in
this
Meetup
and
I
would
be
happy
to
help,
and
so
with
that,
I
would
love
to
open
it
up
for
Q&A
and
Leora.
Unless
you
disagree,
I
guess
we
can
go
straight
to
the
document
unless
there's
anything
else
that
you
wanted
to
add
there.
A
D
A
C
Lab
as
a
remote
team
is
that
you
know
that
it's
being
worked
on
and
iterated
on
features
are
being
built
by
our
team.
We
use
it
in
a
remote
setting.
We
have
no
offices,
therefore,
it
must
work
well
for
remote
teams
and
I
just
want
to
explain
one
thing:
that's
really
unique
about
get
lab
and
I
think
it's
it's
been
more
present
now
more
than
ever
is
that
we
use
get
lab
across
the
company
for
everything
we
do
even
in
non
dead
roles.
C
So
even
our
finance
team
and
our
marketing
team,
we
run
all
of
our
events
and
projects,
project
management.
We
then
get
lab
and
we're
actually
actively
working
on
making
some
of
the
interfaces
a
little
bit
more
friendly
for
those
that
aren't
steep
in
the
developer
community,
because
we
recognize
that
that's
a
need.
We
need
to
lower
the
bar
to
where
somebody
can
jump
in
the
gate
lab
and
just
understand
how
to
collaborate,
because
it
is
a
phenomenal
collaboration
tool
in
an
asynchronous
environment
and
what
I
mean
by
that
is
commonly
you'll.
C
C
That
they
just
want
to
get
people
in
a
room
for
an
hour
and
just
let's
see
what
happens
and
the
kid
lab
way
to
do,
that
is
we
have
the
leader
of
the
marketing
team,
write
down
own
initial
thoughts
and
initial
scope
and
put
it
out
there
in
an
issue
and
then
now
that
that
issue
is
public
within
the
company.
You
can
just
link
that
issue
in
slack
marketing,
channel
and
say:
hey
I'm,
opening
this
up
for
discussion
and
feedback
for
the
next
week.
Here's
the
link
everyone
here,
please
feel
free
to
jump
in.
C
B
C
This
helps
us
battle
the
timezone
issue,
which
is
very
real
and
in
some
cases
you
do
need
to
make
compromises
to
be
on
the
phone
at
the
same
time
or
a
video
call
at
the
same
time.
But
we
don't
default
to
meetings
we
default
to
asynchronous
and
we
try
to
make.
We
try
to
push
that
as
far
as
we
possibly
can,
because
it's
more
inclusive
to
people
it's
more
respectful
of
their
time,
and
it
also
enables
people
to
give
deeper
more
thoughtful
feedback
instead
of
just
whatever
comes
to
mind.
Msm
Curtis
meeting.
D
A
A
C
Yes,
great
great
question
so
on
YouTube
in
the
Google
Doc
here
I
have
a
link
to
this,
but
for
those
watching
on
youtube
do
if
you,
google,
get
lab
interview.
You'll
find
a
handbook
page
that
lays
out
our
entire
interview
process,
we're
very
transparent
about
how
it
happens
and
you're
its
own,
so
you're
welcome
to
copy
and
paste
it
and
use
it
in
your
company
as
well.
C
You
can
also
Google
get
lab
remote
hiring
I
stood
up
an
all
remote
hiring
page
of
how
how
companies
in
general
can
think
about
hiring
and
compensating
in
a
remote
environment.
So
I
think
if
you
pair
those
two
you'll
have
a
pretty
good
idea
and
approach
to
it,
but
everyday
lab
hire
is
purely
done
on
zoom'
calls
we
never
have
to
meet
face
to
face.
We
are
very
intentional
about
hiring
managers
of
one.
If
you
look
at
our
git
lapse,
values
page
you.
C
Value
there
on
being
a
manager
of
one
I,
would
encourage
you
to
read
that
and
that's
essentially
what
we
screen
for
and
what
we
hire
for.
We
look
for
people
that
appreciate
autonomy.
They
appreciate
the
empowerment
that
comes
with
it
and
we
ask
people
give
us
examples
of
how
you've
worked
remotely
before
and
in
the
past
and
the
interesting
thing
about
that
question.
Sometimes
you
have
to
dig
a
little
deeper
because
somebody
might
say
well:
I've
only
worked
in
an
office
for
20
years,
I've
never
actually
worked
remotely,
but.
C
A
project
forward,
while
flying
on
a
plane
did
you
ever
move
a
project
forward.
While
you
were
at
a
conference
away
from
the
office
or
even
if
you're
coming
out
of
university,
did
you
ever
move
a
project
forward
with
classmates
while
they
were
on
campus
and
you
were
off
campus,
the
truth
is
in
2020,
most
people
have
worked
remotely
in
some
form
or
fashion,
even
if
it
doesn't
immediately
dawn
on
them
that
that
was
remote.
You
just
have
to
dig
a
little
bit
deeper
to
get
some
stories
on.
C
How
did
you
operate
in
a
remote
setting?
How
did
it
feel
to
have
to
communicate
when
you
weren't
sitting
directly
in
front
of
someone,
so
I
would
say
there
are
stories
to
be
had
and
we
we
asked
for
things
like
that,
and
we
interview
for
things
like
that
and
the
last
thing
I'll
add
there
is,
if
you,
google,
what's
it
like
to
work
at
get
lab?
There
is
a
sub
section
within
our
jobs,
FAQ
that
I
actually
stood
up,
I,
think
it's
three
paragraphs
and
four
links
and
I.
C
Think
if
you
read
all
of
that,
you
have
a
very
clear
understanding
of
what
it
would
be
like
to
work
here
and
the
point
there
is,
if
you're,
a
company
and
you're
hiring
remotely,
and
even
if
you're,
not
but
especially
through
hiring
remotely.
You
should
make
sure
that
your
vision,
your
strategy
and
an
FAQ.
C
To
work
here
is
all
public.
You
need
to
force
yourself
to
actually
answer
that
question.
What
is
it
like
to
work
here?
What
do
we
want
to
convey
to
potential
job
seekers
about
what
we
offer
them
as
a
company,
and
sometimes
that
can
be
hard
sometimes
that
acts
as
a
forcing
function
of
things
you
need
to
change
because,
as
you're
writing
it
out
being
honest
with
yourself
like
yeah,
we
actually
need
to
offer
something
different
to
candidates.
I
would
say
that
discipline
is
actually
really
good.
C
C
That
back
get
someone
in
and
then
say,
oh
by
the
way,
here's
the
culture
by
the
way,
here's
the
strategy
hope
you're
aligned
with
that.
We
want
to
make
sure
all
of
that
is
out
there
before
they
ever
want
to,
so
that
they
opt
in
to
what
we're
building
here,
because
we
want
to
be
respectful
of
their
time
and,
if
they're
not
going
to
thrive
here,
we
want
them
to
know
that
as
early
in
advance
as
possible.