►
Description
Welcome to the debut episode of 21st Century Live! I'll be joined by GitLab's Head of Remote Darren Murph to discuss all things distributed work. This is an interactive show, so if you have questions for Darren ask in the broadcast comments and we'll try to get your answers on air. See you there!
B
So
what
do
you
think
I
mean
one
of
the
things
is
really
interesting
when
we
had
our
first
conversation
planning
actually
for
the
original
podcast,
and
we
talked
about
you
know
the
differences
between
fully
remote
and
fully
distributed
companies
and
hybrid
and
I
think
you
know
you
see
a
lot
of
even
pre
Cova
19.
You
saw
a
lot
of
hybrid
environments
where
you
had
some
people
that
remote
some
people
that
were
on
site.
B
A
This
meeting
is
to
have
the
six
people
in
the
office
actually
all
open
up
their
individual
laptops
and
look
into
individual
webcam,
so
that
you
create
a
level
playing
field
for
the
entire
meeting
party,
and
this
is
going
to
feel
awkward
for
the
people
in
the
room.
But
that's
entirely
the
point:
I
want
the
people
in
the
room
after
the
meeting
to
look
at
each
other
and
say
how
many
hours
did
we
spend
commuting
to
do
this
in
this
room
when
clearly
it
wasn't
necessary.
A
I,
don't
think
your
workforce
is
ever
going
to
look
the
same.
You
mentioned
this
large
early
on
where
we've
called
remote
the
future
of
work,
but
now
it's
just
the
present.
This
is
now
just
work.
We
can
drop
the
whole
future
thing.
There
will
be
parts
of
your
company
that
remain
remote
and
frankly,
a
lot
of
companies
have
already
been
remote.
A
If
you
have
an
office
in
Singapore
in
an
office
in
London,
those
subsets
of
people
have
always
been
remote
to
each
other,
so
implementing
remote
first
practices
will
help
you
thrive
as
a
company,
even
if
you
have
both
of
those
subsets
going
back
to
the
office.
I
mean,
let's
be
honest,
you
eventually
you're
gonna
do
work
on
an
airplane
or
at
a
hotel
for
a
conference,
so
on
and
so
forth.
Remote
has
been
a
thing
for
a
long
time,
we're
now
just
being
honest
with
ourselves
on
what
it.
What
it
actually
is.
A
A
Ideally,
a
quarter
force
them
to
have
all
of
their
meetings
on
zoom'
force
them
to
document
things
that
they
may
just
verbalize
to
someone
to
put
discipline
and
intentionality
behind
the
things
that
they're
doing
and
you'll
start
to
see,
communication
gaps,
something
that
doesn't
funnel
up
to
the
top
or
funnel
back
down
to
people
that
need
this
information
document.
What
those
issues
are
and
when
you're,
not
in
the
office,
there's
no
band-aid
solution.
A
You
have
to
be
intentional
about
making
sure
that
your
communication
is
rock-solid
and
seamless
all
the
way
up
and
all
the
way
back
down
and
now
you're
seeing
leaders
that
have
no
choice.
They
are
remote
and
so
they've,
something
that's
been
a
little
bit
uncomfortable
for
a
lot
of
leaders
or
like
I,
don't
know
if
I
want
to
leave
the
office
for
a
month,
I
really
like
the
office.
A
Well,
now
that
they're
there
it
does
present
an
opportunity
for
even
leaders
to
kind
of
understand
the
mentality
of
the
remoter
and
how
things
work
and
how
things
are
different.
The
thing
I'm
most
hopeful
about-
and
we
can
dig
into
this
later-
is
the
shift
from
the
scarcity
mindset
to
the
abundance
mindset.
So
early
on.
You
saw
a
lot
of
companies
just
grasping
for
stabilization.
That's
a
scarcity
mindset
of
oh!
No.
What
can
we
not
do
because
we
don't
have
the
office
but
going
forward
I?
Think
you're
gonna
see
a
lot
more
positivity.
B
A
B
I
think
you
know
you
raise
a
good
point
about.
Obviously
this
is
a
very
kind
of
democratizing
impact
for
companies
where
leaders
and
everybody
is
remote,
and
so,
if
you
had
leaders
who
were
old,
school
or
versed
too
remote
for
whatever
reason
right,
they
just
didn't
think
it
fit
their
organization.
They
didn't
think
they
could
make
it
work.
Well,
guess
what
now
you've
got
to
make
it
work
like
right.
This
is
the
reality
and
I
think
what'll
be
interesting.
Is
you
know
whenever
we're
on
the
other
side
of
this
and
you're
gonna?
B
Have
all
these
employees
who
have
had
experience
working
remote,
working
remote
successfully?
Who
you
know
it's
gonna
be
hard
to
get
them
back
in
the
office.
You
know
and-
and
you
know,
they're
quite
a
sweeping
statement
for
everybody.
There's
gonna
be
some
people
that
are,
you
know
crawling
up
the
walls
in
their
house
and
the
moment
they
have
an
opportunity,
go
back
into
an
office
and
interact
with
other
humans.
They're
gonna
jump
all
over
that,
but
there's
gonna
be
a
lot
of
people.
They're
gonna
be
like
well
wait
a
minute.
B
You
know
the
the
argument
against
me.
Being
able
to
work
remote
was
always
you
know,
productivity
or
meetings
or
communication
or
all
those
things,
but
guess
what
like
I've
been
doing
that
for
months,
and
we
we've
solved
that.
So
what
is
it
now
right
and
I?
Think
companies
to
have
a
really
honest
look
around
how
they're
gonna
manage
that
I
think.
A
There's
two
sides
to
that:
first
of
all,
I
don't
think
you'll
ever
put
this
genie
back
in
the
bottle.
To
your
point,
you
go
three
or
four
months,
and
then
you
say
all
right.
Everyone
back
to
the
office
people
in
masks
are
going
to
kind
of
collectively
look
at
each
other
and
say
yeah.
We
just
did
our
jobs
for
three
or
four
months.
We
got
all
that
commute
time
back.
We
saw
our
family
more,
we
cooked
more.
We
had
more
rest.
We
exercise
more
I,
contributed
less
greenhouse
gases.
A
How
about
no
I'm
not
going
to
go
back
to
the
office
and
then
the
second
order
of
that
is,
if
they're
living
in
a
very
expensive
city,
where
they're
only
there
for
work
once
their
lease
runs
out.
They're
gonna
start
thinking
about
Oh.
What
are
the
possibilities
if
I'd
decouple
geography
and
work?
What
can
pet
look
like
better
air
quality,
more
land,
lower
cost
of
living,
better
schools?
A
For
my
children,
this
ball
is
now
rolling,
and
this
is
what
remote
errs
have
understood
for
a
really
long
time,
but
people
that
have
just
been
very
tightly
tied,
their
identity
has
been
very
tightly
tied
to
the
office.
It's
been
very
difficult
for
them
to
see
it,
but
now
that
that's
been
broken
down
where
there
is
no
physical
office
happening
in
their
life
every
day,
it
gives
them
that
freedom
to
ask
those
questions,
but
even
on
the
employer
side,
this
makes
a
lot
of
sense.
You're.
A
Seeing
a
lot
of
companies
have
discussions
right
now
on
what
can
we
do
going
forward
to
de-risk
our
business?
Because
now,
regardless
of
our
business
fundamentals,
we've
been
impacted
by
this,
and
you
see
some
hot
spots
like
Milan,
for
example,
have
been
even
more
negatively
impacted
than
maybe
a
place
like
Phoenix
to
no
fault
of
their
own.
A
They
just
happen
to
pick
Milan
for
a
headquarters,
and
that
happened
to
be
a
hot
spot
for
a
global
crisis
and
now
they're
negatively
impacted
the
same
could
be
said
a
few
years
prior
for
businesses
based
in
London
when
they
didn't
see
Briggs
at
coming
again,
it
had
nothing
to
do
with
their
business,
but
they
were
tied
to
a
certain
piece
of
geography
and
now
that
impacts
their
business
going
forward.
Remote
is
a
great
way
to
decouple
where
the
work
happens.
A
The
results
with
the
with
geography
I
actually
spoke
with
a
leader
last
week,
where
they
had
two
offices
around
a
hundred
people
in
each
office,
and
they
said
just
from
a
real
estate
standpoint.
We're
gonna
close
one.
We're
gonna
have
about
80
seats
left
in
one.
We
still
we
want
to
phase
out
of
it.
Some
people
are
used
to
coming
into
the
office.
A
lot
of
our
clients
want
to
come
into
the
office,
so
we
don't
want
to
go
hard,
stop
right
now,
but
we're
closing
one
of
them,
which
means
that
going
forward.
A
We
have
a
hundred
and
twenty
people
that
will
not
have
a
desk,
and
they
were
doing
this
in
part
to
force
themselves
to
get
remote
right.
They
don't
have
an
option
like
once.
The
world
gets
back
to
normal
data
that
significant
chunk
of
their
company
does
not
have
an
office,
so
I
think
that's
bold,
I
think
forcing
functions,
help
get
lab
stay
honest
I
mean
we
can
dive
into
this,
but
an
example,
as
we
expire
our
slack
messages
after
90
days
to
force
us
to
not
do
work
in
slack.
A
This
could
be
uncomfortable
for
new
people
coming
in,
but
sometimes
the
forcing
function
is
exactly
the
discipline
you
need.
It
I
think
what
you're
seeing
if
you
feel
people
squirming
a
little
bit
uncomfortable
with
the
promote
transition.
Part
of
it
is
just
the
crisis.
It's
weird,
it's
a
weird
time,
but
removed
from
that
part
of
it's
going
to
be
I
gotta
inject
a
lot
of
discipline
in
my
company
that
may
not
have
been
there
and
now
there's
no
band-aid
solution
of.
Let's
just
have
a
bunch
of
ad
hoc
meetings
to
bridge
the
communication
gaps.
A
B
B
Think
all
companies
now
are
much
more
kind
of
cost,
conscious,
obviously,
they're
tightening
the
belt
they're
having
layoffs,
they're
having
reductions,
you
know,
they're,
not
gonna,
be
eager
to
just
go
back
into
spending
a
giant
check
for
a
building
that
people
aren't
going
to
be
spending
time
in
and
the
reality
also
is
I.
Think
when
you
look
at
how
these
social
distancing
guidelines
and
when
the
interesting
things
in
that
open
source,
Google
Doc
I've
been
curating
around
business
and
HR
calms.
B
That
just
won't
happen
and
if
you
joined
the
stream
recently
this
is
an
interactive
Q&A.
So
if
you
have
questions
for
Darren
about
anything
and
everything
remote
wherever
you're
streaming,
this
feel
free
to
add
that
in
a
comment,
section
I
do
have
one
question
from
LinkedIn,
Osley
and
she's
wondering
and
hopefully
I
pronounced,
that
for
companies-
and
this
is
more
of
an
HR
question,
but
you'll
probably
have
a
bit
of
going
into
this
on
performance
management.
Right
I.
Think
most
companies
have
a
degree
of
performance
management
structure
within
organization,
typically
for
non
remote
companies.
B
You
know,
that's
live.
Those
check-ins
are
live.
The
meetings
are
live
now.
There
is
no
live,
no,
no,
but
every
nobody
is
in
the
office.
So
how
like,
maybe
just
looking
even
at
a
gitlab?
How
do
you
look
at
performance
management
at
gitlab,
given
that
you
have
employees
that,
have
you
know
a
long
period
of
being?
You
know
remote
and
not
having
any
of
those
live
meetings.
Yeah.
A
B
A
Is
this
is
the
burden
of
management?
This
is
the
burden
of
leadership.
It
is
not
the
direct
reports
burden
to
prove
to
you
that
they're
working
there's
been
a
lot
of
subjectivity
in
performance
management
in
an
office
you
can
go
years.
Building
your
career
on
likeability
and
in
a
remote
setting.
Likeability
is
not
the
top
aspect.
Its
results
results
are
the
only
thing
that
you
can
actually
prove.
So
how
do
you
get
results?
Well,
it's
on
management
and
leaders
to
be
very
articulate
and
prescriptive
about
what
is
expected
from
organizations
from
departments
and
from
individuals.
A
How
does
all
of
that
ladder
back
up
shockingly?
This
has
not
been
something
with
great
hygiene
for
a
lot
of
companies,
so
they're
grappling
with
oh,
we.
We
have
to
actually
take
a
look
at
everyone
in
the
organization
and
write
down
what
a
result
looks
like
that's
a
big
burden
for
companies
that
have
just
kind
of
let
that
go
we're
just
generally,
we
have
a
vibe
of
we're.
Moving
in
the
right
direction
or
so-and-so
is
helpful
or
so-and-so
is
useful.
That's
really
not
going
to
cut
it.
A
So
in
many
instances
it's
on
the
manager
to
go
back
and
write
down.
This
is
what
we
expect
to
happen
in
this
quarter,
or
this
half
quarter
or
this
year
and
then
have
a
one-on-one
with
the
direct
and
say.
Is
this
clear,
do
you
have
any
blockers
in
this
new
work
environment
where
you
don't
have
your
typical
office
and
IT
infrastructure
and
access?
Do
you
need
anything?
Are
you
in
a
one-bedroom
apartment
where
life
is
happening
around
you,
and
maybe
you
need
to
expense
a
pair
of
noise,
cancelling
headphones
or
a
more
ergonomic
chair.
A
All
of
these
things
now
are
very,
very
real.
I've
even
recommended
that
companies
be
a
lot
more
relaxed
with
reimbursements
right
now,
because
again,
you
may
be
moving
them
from
a
three
to
ten
thousand
dollar
cubicle
space.
With
an
ergonomic
chair,
a
standing
desk,
four
or
five
monitors
kind
of
anything
they
need.
A
You
can
get
from
a
warehouse
to
home
where
you
have
no
idea
what
equipment
they
have
access
to
if
you're
expecting
the
same
amount
of
productivity
from
someone
kind
of
hunched
over
their
kitchen
table
for
a
few
months
on
in
with
one
monitor,
and
you
know
having
to
use
their
trackpad,
it's
gonna
be
different.
It's
gonna
be
different,
and
so
you
know
at
lab.
We
allow
people
to
spend
money
to
build
the
office
based
on
their
needs,
and
this
is
to
some
degree
about
accessibility
if
your
mobility
challenged
and
so
on
and
so
forth.
A
These
are
the
new
considerations
of
the
remote
world.
You
may
have
not
had
to
think
about
that
outside
of
the
office,
and
now
you
do,
but
on
a
performance
management
standpoint.
Obviously
it's
gonna
be
different
from
company
to
company
and
even
department
to
department.
If
you
look
at
get
labs
engineering
metrics,
a
lot
of
it
is
based
on
successful,
merge
requests
that
were
merged
into
our
product
pipeline.
A
But
if
you
look
over
in
marketing
and
Finance,
the
metrics
are
going
to
look
different
amount
of
media
hits
or
amount
of
money
saved
it's
different
per
department,
but
it's
something
and
it's
written
down,
and
it's
understood
and
it's
transparent,
that's
an
action
that
leaders
are
gonna
have
to
take.
If
that
is
not
written
down
you,
you
won't
have
a
good
way
to
judge
whether
or
not
someone
is
performing
I
would
say.
A
The
worst
thing
you
could
do
right
now
is
to
implement
spyware
that
opens
up
a
webcam
and
takes
a
photo
to
make
sure
someone
is
in
front
of
their
computer
because
being
in
front
of
your
computer
is
not
a
good
judge
of
performance,
and
so,
if
that's
the
road
you're
running
down,
unless
have
a
great
reason,
I
would
say:
stop
while
you're
ahead
and
try
to
get
more
prescriptive
about
what
you
need
from
your
employees.
Yeah.
B
Let
me
underscore
that,
because
I
know,
we've
got
a
lot
of
HR
leaders
who
are
you
know,
listeners
and
and
now
I'd.
Imagine
viewers,
don't
do
spyware,
don't
use
Bioware
trust
your
employees,
trust
your
people,
trust
the
the
reality
of
this
transition
for
a
lot
of
them
is
incredibly
difficult.
So
the
moment
you
start
Big
Brother
in
them
and
adding
that
stress
to
what
all
the
stress
they're
already
carried
carrying
like
you're,
really
damaging
trust,
and
you
know
you're
gonna
end
up
costing
not
just
productivity
but
likely
getting
somebody
to
begin
actively
disengaging.
B
So
you
know
you
want
to
avoid
those
steps,
those
kind
of
Big
Brother
steps.
Let's
talk
a
little
about
quarantine.
You
know
you
you've
been
working
remote
for
years
and
years
and
years
you
literally
wrote
the
book
on
remote,
so
remote
is
nothing
new
to
you,
quarantine
kind
of
is
so.
How
are
you
navigating
to
the
idea
that,
like
you,
you
can't
travel?
You
are
kind
of
locked
in
how
are
you
making
that
adjustment?
And
then,
importantly,
when
were
on
the
other
side
of
this,
you
know
we're
aware
that
we're
back
into
normal
times.
A
Quarantine
is
is
interesting.
There
are
some
silver
linings.
It
gives
me
time
to
be
a
lot
more
introspective
I
think
there
are
a
lot
of
people
that
appreciate
this
pause.
We've
been
running
about
as
fast
as
we
could
possibly
run,
maybe
maybe
even
a
little
too
fast
as
a
society,
and
so
this
is
allowing
us
to
pause
and
think
about
know.
A
In
my
life
that
I've
kind
of
overlooked,
even
my
own
family,
have
I
called
my
mom
recently
these
just
some
of
these
basic
things
where
we've
been
running
so
fast
as
a
society,
with
no
no
way
to
pause
that
this
does
give
us
pause.
I
mean
I've,
been
really
heartened,
but
I've
had
some
friends
that
set
up
virtual
double
dates,
so
we'll
agree
on
a
set
menu
and
we'll
join
zoom
at
a
certain
time,
and
we
have
this
double
date.
Even
at
get
lap.
A
We
have
this
new
parenting
channel
where
people
can
agree
on
schedules
and
then
they
turn
their
zooms
on
and
you'll
have
30
or
40
kids
from
around
the
world,
speaking
different
languages
to
each
other,
showing
off
different
toys.
So
you
have
this
like
six
continent,
kid
gathering
that
I,
don't
think
would
have
ever
happened
without
Kovan
19.
So
it's
forcing
some
connection
and
innovation
that
I,
don't
think
would
have
happened
so
that
part
of
it
has
been
good.
The
the
downside
is
I'm
an
avid
traveler
for
the
past
ten
years,
I've
traveled
over
120.
A
Miles
a
year,
I
love
to
get
out,
I
love
to
explore,
I
love
to
be
home
when
I'm
home
and
then
I
love
to
go
somewhere
when
I'm,
not
home
and
having
no
flights
on
the
calendar
is,
is
a
bit
eerie
and
strange
for
me:
I'm
used
to
going
somewhere
at
least
half
of
the
month,
so
that
has
been
disappointing.
I.
Look
at
this
of
these
are
moments
that
I
won't
get
back.
A
You
know
it's
been
said
that
the
average
human
life,
if
you
tallied
up
the
amount
of
weekends
in
your
life,
you
could
fit
them
all
on
the
front
and
back
sheet
of
one
piece
of
paper
and
that
is
not
lost
on
me.
It's
like
you
know,
with
each
additional
week.
That
goes
by
that
we're
in
this
like,
oh,
you
know,
I'm
feeling
it,
but
I
do
think
even
too
that
there's
a
silver
lining
where
you're
now
appreciating
things
you
may
have
taken
for
granted,
we
were
actually
talking
off
air
and
prep
for
this.
A
That
I
will
be
so
excited
to
get
back
on
an
airplane
crammed
in
the
last
row
before
the
restroom
in
the
middle
seat.
With
you
know,
someone
reclined
and
I
will
be
so
excited.
This
is
something
that
we
know
we
detested
precoded,
but
now
we're
like.
Yes,
we're
getting
on
an
airplane
like
free
travel.
We
can
go
somewhere
and
explore
somewhere
on
the
other
side
of
it,
so
that
mental
shift
is
is
kind
of
getting
me
through.
So
where
do
where
am
I
excited
to
go
I'm
hoping
to
go
to
Hawaii
it
near
the
october/november?
A
I
was
trying
to
go
in
August,
which
might
still
happen,
but
we
might
have
to
push
it
just
a
bit
I.
Actually,
my
wife
and
I
adopted
a
newborn
at
birth
at
the
end
of
2018,
and
so
for
anyone
familiar
with
flying.
You
know
you
get
two
years
that
the
kid
flies
for
free
and
then
you
got
to
pay
for
a
third
seat,
and
this
is
our
second
year
and
so
I'm
trying
to
get
as
many
flights
in
by
the
end
of
the
year
to
take
advantage
of
that.
A
Thankfully
we
went
on
over
20
last
year,
so
his
quota
is
very
high,
but
I
am
very
much
looking
forward
to
flying
again
and
to
visiting
a
lot
of
friends
that
I
have
around
the
world.
Zoom
has
been
great
I'm
glad
that
it
exists,
I
mean
imagine.
If
this
had
happened
before
the
internet,
we
would
all
be
stir-crazy,
but
I
do
look
forward
to
the
day
when
I
can
hop
on
an
airplane
and
experience
a
new
place.
A
Again,
it's
crazy
that
we're
living
in
times
where
that's
something
you
have
to
look
forward
to,
but
I
am
optimistic
about
it
and
I.
Think
I
heard
someone
say
that
we're
going
to
see
just
the
greatest
outpouring
of
gratitude
for
the
seemingly
most
mundane
things
that
we've
ever
seen
and
I
do
look
forward
to
that.
Like
people
are
gonna,
celebrate,
delayed
flights
and
cramped
up
flight
seats,
you
know
it's
it's
one
of
those
things
that
maybe
we
needed
that
perspective.
Yeah.
B
Yes,
so
we
have
to
quick
rapid-fire
questions.
One
was
from
David
Garcia
I'm
gonna
tackle
this
one.
He
asked
about
using
VR
for
training
right
now.
My
response
is
I.
Think
there's
a
lot
of
potential
in
VR
for
training,
I,
think
the
limitation.
Now,
especially
when
people
are
remote
and
distributed
is
hardware,
you
know
most
average
employees
don't
have
a
oculus
go
or
some
other
hardware
piece
that
they
can
use
to
actually
experience
the
VR
training
and
those
are
not
cheap
right.
B
Prices
are
coming
down,
but
they're
not
cheap,
and
so
you
can't
just
buy
those
for
your
employees.
You
know
and
easily.
Let
them
experience
that
kind
of
training
you
kind
of
need
them
to.
You
know
experience
that
from
a
centralized
location
where
you
have
the
equipment,
particularly
if
it's
robust
training
and
you
need
to
be.
You
know,
hardwired
into
a
computer
with
the
power
necessary
for
kind
of
immersive,
VR,
so
I'm
so
bullish
on
the
potential
for
VR.
This
probably
pushes
it
back
in
my
eyes.
B
You
know
a
little
bit
because
again,
I
think
the
barrier
to
entry
is
the
hardware
that
most
people
don't
have
and
then
the
second
question
this
one's
for
you
Darren.
This
is
from
Michael
Vaughn.
He
was
curious,
was
gitlab
remote
from
day
one
and
if
not,
what
was
the
the
decision
the
trigger
to
make
that
transition?
It.
A
Was
remote
from
day
one,
the
first
three
employees
were
in
three
different
countries,
so
they
had
no
choice
but
to
be
remote.
They
lived
in
different
countries.
There
was
this
brief
moment
of
time,
though,
when
the
company
came
to
California,
they
went
through
Y
Combinator,
and
it
was
the
thing
to
do.
You
get
an
office
coming
out
of
Y
Combinator.
It
lasted
about
three
days
and
then
people
just
stopped
showing
up
and
the
work
still
got
done
and
they
just
let
it
go.
A
So
it
was
one
of
those
things
that
we
they
didn't
intentionally
leave
the
office,
but
it
just
didn't
make
any
sense
to
keep
going.
People
just
stopped,
showing
up
the
work
continued
to
get
done,
and
so
we
sort
of
serendipitously
fell
into
being
remote.
I
think
it's
also
really
beneficial
that
the
founders
understood
the
recognition
of
documentation
very
early
on
to
write
everything
down.
Even
if
you
have
a
team
small
enough
that
it's
very
easy
to
keep
people
on
the
same
page.
A
A
Amount
of
knowledge
leaks
that
we've
prevented,
because
we
were
heavy
on
documentation,
is
amazing
and
I've
talked
to
a
lot
of
people
that
hear
that,
and
they
understand
that
they
get
frustrated
because
they
just
think
oh
I
wish
I
would
have
documented
earlier.
Look.
There's
no
better
time
than
today,
like
yesterday,
would
have
been
better
and
the
day
before.
That
would
have
been
a
little
bit
better,
but
tomorrow
is
even
worse.
So
start
writing.
A
Stuff
down
today
build
a
company
handbook
started
as
an
FAQ,
just
answering
some
basic
questions
that
people
have
across
the
remote
landscape
and
believe
it
or
not
in
six
months,
you'll
have
a
shocking
amount
of
content.
Written
down
at
this
point.
Get
labs
handbook
is
mostly
just
being
iterated
on
it's
not
like
huge
chunks
of
it
still
need
to
be
written.
Yeah.
B
And
I
would
definitely,
if
you
missed
the
beginning
of
the
broadcast.
Darren
mentioned
a
lot
of
the
free
resources
that
gitlab
has
on
all
things
remote
and
it's
a
goldmine.
So
this
is
definitely
one
of
things
that
leaned
on
heavily
in
developing
some
of
the
earlier
pieces
that
I
wrote
for
Fast,
Company
and
other
publications
around
this
transition,
so
Darren.
What
is
the
four
people
that
weren't
on
the
beginning?
What
was
the
URL?
Where
can
they
find
those
resources?
Yep.
A
You
can
go
to
all
remote
dot
info
and
that
will
take
you
to
the
all
remote
section
of
get
labs
Handbook
which,
by
the
way,
get
labs.
Handbook
is
all
free
and
open
source.
It's
over
5,000
pages.
If
you
printed,
it
is
how
we
do
everything
you
can
even
see.
Our
communications
handbook
feel
free
to
copy
and
paste
that
if
you're
struggling
with
communication
in
your
company
take
what's
useful
discard
the
rest,
it
up
to
be
useful
for
your
company,
but
all
remote
dot
info
right
at
the
top
there's
a
remote
clay
book.
A
When
we
packaged
up
the
best
advice
we
have
for
suddenly
remote
companies
easy
easy
to
distribute
ebook,
we
even
have
a
newsletter.
All
of
our
best
knowledge.
Is
there
really
everything
that
that
we've
learned
from
all
remote
meetings
to
how
we
work
asynchronously,
even
how
we
hire
and
compensate
people
remotely?
We
try
to
share
as
much
of
that
as
possible,
because
we
believe
that
the
more
we
can
help
proliferate
remote
companies.
The
rising
tide,
is
going
to
lift
all
boats.
We
want
a
world
where
we
aren't
the
exception,
we're
where
something,
that's
just
normal.
A
So
whatever
we
can
do
to
help
normalize
that
we
want
to
do
and
because
it's
on
get
lab,
if
you
have
a
suggestion
for
making
it
better
or
you
have
a
suggestion
that
you've
seen
your
company,
that
you
think
it
lab
could
learn
from,
please
make
a
merge
request
and
assign
it
to
me.
I
would
love
that
it's.
B
A
open
source
at
its
best
and
clearly
I'm,
not
wearing
a
hat,
but
this
is
a
virtual
hat
tip
at
to
you
and
really
the
whole
team
to
get
lab.
You
guys
have
all
been
amazing
at
open
sourcing,
your
resources
and
information,
and
this
is
clearly
a
time
where
people
really
need
that
so
Darren
thanks
so
much
for
coming
on
I
want
to
close
with
one
segment.
B
A
One
good
thing
that's
happened
in
get
lab
is
that
Sid
instituted
a
friends-and-family
first
day
so
on
May
1st
we're
gonna
just
shut
the
company
down
and
everybody
can
just
go,
have
a
long
weekend
for
no
other
reason,
then
we
just
feel
like
we
need
it
and
it's
the
thing.
It's
something
that
we
want
to
do.
A
These
are
unusual
times.
Let's,
let's
distinct
my
ties.
Talking
about
it
and
I
think
that's
half
the
battle,
it's
just
creating
an
atmosphere
where
we
can't
talk
about
it
and
we
can
lean
on
each
other's
shoulder.
We
need
community
now
more
than
ever
across
the
world,
and
it's
actually
more
possible
to
get
connected
with
community
than
ever
before.
Thanks
to
things
like
this
webcam
that
I'm
looking
into
you,
so
that's
a
good
thing.
I
would
encourage
people
to
lean
into
that
think
about
people
that
you
could
allow
them
to
lean
on
your
shoulder.
A
Maybe
you
could
use
a
shoulder
to
lean
on
reach
out,
find
community
reconnect
with
people
reconnect
with
friends,
and
if
this
isn't
happening
at
your
organization,
be
the
change
in
the
absence
of
leadership,
lead
and
inject
this
into
your
company.
My
said,
my
guess
is
that
people
will
be
hungry
for
this
and
they'll
rally
around
it.
We
need
some
positivity
like
that.
So
there's
nothing.
Stopping
you
from
bringing
up
something
like
that
at
your
own
company
and
making
the
change.
B
B
Right
well,
folks,
we're
gonna
be
back.
This
is
a
daily
show,
so
we'll
be
back
here
tomorrow
at
noon
with
hung
Lee
the
curator
of
recruiting
brain
food
I
come
huge
fan
of
Han
huge
fan
of
his
work,
so
he's
gonna.
Take
us
inside
his
24
hour,
recruiting
pain-filled
live
marathon
that
he
hosted
last
week
with
over
2,200
concurrent
viewers.
It
was
incredible
so
I
want
to
get
under
the
hood
and
figure
out
how
he
pulled
that
off.
So
Darren
thanks
so
much
man
enjoy
the
rest.
Your
day,
absolutely.