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From YouTube: How companies with the best culture support their team's mental health w/ Betsy Bula - Gitlab
Description
In today's episode, we chatted with Betsy Bula, a Sr Talent Brand Manager at Gitlab about how to best lead your team during this chaotic time. Tevi & I were blown away learning how Gitlab supports their team's mental health. There's a reason why Gitlab has written the book (and lots of guides) on remote work and leadership. This was can't miss conversation from the best of the best. We learned how companies, leaders, and individuals can help themselves and their teams with any mental health challenges.
---
This is Part Four of our series on remote compensation. Check out the other videos in the Mental Health Playlist to learn more.
---
We'd love to hear your feedback - feedback@leadingfromafar.com
A
Hey
everyone!
Thank
you
so
much
for
tuning
in
to
today's
episode
of
leading
from
afar,
like
usual,
I'm
scott
markovitz,
with
my
co-host,
teddy
horshon
tervy,
how
we
doing
I'm
doing
well.
How
are
you
third
lockdown
is
officially
over
here,
so
kids
are
back
at
school
since
our
last
episode,
so
the
big
boulder
that
was
on
my
shoulders,
the
last
number
of
weeks
is
off.
So
my
face
is
having
much
more
of
a
glow
so
happy
about
that.
B
Thank
you
so
much
for
having
me
I'm
betsy.
I
am
gitlab's
talent,
brand
manager
based
in
north
carolina
and
have
been
with
git
lab
just
over
two
years.
For
for
those
who
know,
git
lab
is
the
world's
largest
all
remote
company.
We
now
have
over
1300
team
members
across
65
countries,
so
we've
grown
a
ton
in
the
last
few
years.
B
It's
been
really
exciting
time
and
we've
been
all
remote
since
our
founding
year,
so
back
in
2014
is
when
we
went
all
remote
and
grew
from
there
and
then
with
the
gitlab
tool
itself,
empowering
remote
teams.
It's
just
something.
That's
been
at
the
foundation
of
everything
that
we've
done,
but
our
passion
for
it,
I
think,
comes
from
the
combination
of
it.
B
Being
this
huge
benefit
for
our
team
members,
but
also
the
competitive
advantage
that
it
gives
the
business
we
did
hire
a
head
of
remote
back
in
2019
prior
to
all
of
the
pandemic
and
remote
work
becoming
so
top
of
mind
this
year.
Our
all
remote
team
has
been
very
busy
this
year,
but
we
do
have
a
number
of
guides
and
resources
and
studies
that
we've
done
recently
that
we
hope
will
help
other
companies
and
teams
making
that
transition
or
just
incorporating
remote
first
practices
and
I'd
encourage
anyone
listening.
B
You
can
find
all
of
these
guides
online.
If
you
go
to
allremote.info,
there's
just
a
wealth
of
knowledge
there.
All
in
all,
our
team
just
feels
very
privileged
that
we're
able
to
you
know,
offer
guidance
and
support
for
other
companies
and
really
just
remote
workers
as
they're
looking
to
figure
out
the
best
way
to
handle
this
new
world
that
a
lot
of
people
are
facing.
A
That's
amazing
I'll
include
that
link
in
the
show
notes.
Thank
you
and
thank
you
for
git
lab
for
being
so
forthcoming
and
sharing
the
information
when
covet
started.
A
lot
of
the
remote
leaders,
including
myself,
were
very
interested
in
sharing
that
wealth
knowledge
that
we've
had
in
building
teams
and
companies,
saying
hey
the
world
you're
joining
us,
whether
you
wanted
to
or
not
here's
some
experience,
here's
some
tools,
here's
some
knowledge
of
how
to
do
it,
the
right
way
versus
just
going
and
doing
it.
B
No
many
people
are
experiencing
this
forced
work
from
home,
not
remote
work,
and
those
of
us
who
did
work
remotely
prior
to
the
pandemic
are
even
really
struggling
this
year
because
for
the
most
part
we've
found
ourselves
confined
to
our
homes.
In
many
cases,
people
may
have
their
kids
with
them.
Like
you
both
have
said,
and
in
some
cases
like
in
my
situation,
I've
got
my
husband
home
with
me
for
the
first
time
that
we've,
you
know
both
worked
from
the
same
home
and
for
a
lot
of
people
who
live
alone.
B
It's
just
a
new
level
of
isolation
that
they
might
be
experiencing.
So
it's
really
just
a
different
world.
But
what,
when
we're
not
experiencing
lockdowns,
there
really
are
so
many
benefits
that
remote
work
provides.
That
can
really
help
people
focus
on
their
well-being
care,
whether
it's
that
you
work
a
non-linear
work
day
to
allow
for
a
hobby
that
you
love
to
pursue
and
it
fits
better
during
the
work
week
or
if
you
just
want
to
get
out
and
exercise
during
the
day
or
be
present
with
your
family
or
your
pets.
B
But
overall,
when
done
correctly,
remote
work
really
allows
you
to
fit
work
around
your
life
instead
of
having
work,
dictate
everything
about
your
life,
but
again
we're
not
in
normal
time.
So
I
think
right
now.
It's
really
crucial
for
companies
and
leaders
to
first
of
all
just
recognize
that
whether
this
is
the
first
time
they've
worked
remotely
or
not.
All
of
our
teams
are
just
under
for
lack
of
a
better
word,
unprecedented
amounts
of
stress,
and
it's
really
just
something
that
needs
to
be
intentionally
addressed.
B
Some
of
the
challenges
that
typically
are
brought
up
with
remote
work
or
even
more
exacerbated
this
year
are
burnout
and
isolation.
So
we
talk
often
about
how
those
need
to
be
combated,
whether
or
not
you're
in
a
remote
setting.
It
really
doesn't
matter
what
your
organizational
design
is.
Those
are
two
important
things
to
focus
on
for
your
team.
A
lot
of
the
things
we
talk
about
are
creating
an
environment
where
a
time
off
is
celebrated
and
encouraged.
Creating
a
non-judgmental
culture
is
a
big
thing.
B
It's
part
of
our
company
values,
also
documenting
the
processes
around
mental
health
and
and
what
you
offer
in
way
of
support
for
your
team.
We
document
everything
at
gitlab
and
that's
one
of
the
really
important
pieces
of
that
has
been
documenting
our
mental
health
practices.
You
can
also
find
those
on
in
our
company
handbook
if
you
search
gitlab
mental
health,
if
anyone's
interested
in
exploring
that
more.
C
Everything's
had
a
spot
on
in
recent
times.
Companies
that
have
gone
remote
are
finding
it
difficult.
That's
one
challenge
and
companies
that
have
already
been
remote
are
facing
the
same
challenges
that
you
already
mentioned.
So
both
sides
of
that
I
haven't
heard
anything
different,
but
it
seems
like
the
people
that
have
just
gone
remote
this
year
are
finding
that
there
are
some
benefits
which
are
obvious,
but
then
they're
also
saying
that
we
can
never
do
this
forever,
because
this
is
so
difficult
and
complicated.
A
Yeah,
the
one
interesting
thing
that
I've
seen
we
spoke
about
it
quite
a
bit
in
our
last
episode
is
understanding.
The
totally
different
perspectives
of
the
pandemic.
Loneliness
has
been
in
the
forefront
and
you've
hit
to
do
it
in
the
last
episode
we're
talking
about.
That
has
been
one
of
the
biggest
issues
of
the
pandemic.
Historically
in
the
state
of
remote,
it's
usually
not
the
number
one
topic
in
there,
but
for
tevi
and
I,
as
we
mentioned
in
the
beginning,
you
know
loneliness
has
been
at
the
bottom
of
the
list.
A
Now
the
kids
have
been
bouncing
off
the
walls.
There's
no
separation
time
and
space
you'll
have
some
employees
that
need
to
have
the
connection
that
are
alone
at
home.
Aren't
able
to
go
outside,
aren't
able
to
connect
with
people,
and
they
need
that
connectivity
and
there's
other
people
like
teddy
myself,
who
are
looking
for
the
opposite,
we're
looking
for
lonely
time,
but
we'd
be
happy
to
have
alone
time
and
quiet
time.
C
B
B
Has
really
forced
all
of
us
to
have
almost
like
a
reckoning
with
the
fact
that
people
cannot
be
their
whole
selves
at
work
if
they're
not
able
to
be
open
about
the
challenges
they're
experiencing
outside
of
work,
especially
when
you
work
remotely
a
lot
of
times.
Those
things
are
melded
into
one
in
in
a
lot
of
ways,
working
remotely
a
leader
is
able
or
really
any
co-worker
is
able
to
experience
more
of
that
person's
personal
life
more
quickly
than
you
might
in
a
co-located
environment.
B
Like
you
said
your
kids
might
walk
in,
and
you
know
pop
in
behind
your
video
calls.
You
learn
a
lot
more
about
each
other
more
quickly,
and
that
also
opens
a
door
for
for
needing
to
round
out
that
conversation
and
know
that
you
can
really
show
up
in
your
full
self
every
day.
So
that's
it's
a
huge
piece
of
belonging.
B
I
think,
as
lots
of
companies
talk
about
that,
but
actually
being
able
to
support
your
employees
and
in
belonging,
and
your
team
is
really
closing
that
loop
for
leaders,
I
think,
being
able
to
have
those
conversations
and
open
it
up
from
the
top.
Every
type
of
leader
should
be
having
these
conversations
with
their
team.
It
not
only
builds
kind
of
respect
for
that
leader,
but
also
just
a
cycle
of
trust
within
the
team,
where
it'll
just
continue
to
support
everyone
as
they
work
and
try
to
be
productive
during
this
crazy
time.
B
I
think
there
are
plenty
of
companies
that
their
business
model
does
not
necessarily
support
remote
work,
or
it's
just
not
really
a
possibility
to
incorporate,
but
I
do
think
that
most
companies
could
benefit
from
incorporating
remote
first
practices,
whether
or
not
you're,
co-located
or
you're
a
hybrid
remote
company.
It
really
doesn't
matter
the
idea
of
being
able
to
work
asynchronously
when
possible
and
document
things.
Those
are
all
practices
that
can
be
incorporated
into
most
businesses
and
will
actually
give
more
business
continuity
and
prepare
your
business.
B
If
and
when
something
similar
to
this
happens
in
the
future.
I
think
we're
really
facing
a
time
where
a
lot
of
leaders
are
recognizing
that
when
we
get
to
our
post-pandemic
world,
it's
not
going
to
look
the
way
it
did
before,
and
so
how
we
respond
to.
That
is
going
to
be
really
important,
and
not
only
just
for
attraction
and
retention
of
new
talent,
but
also
for
your
business
and
the
health
of
the
business
in
the
future.
A
Awesome
so
I've
heard
in
a
few
different
places,
some
of
the
great
things
that
you're
doing
there
at
gitlab
to
help
team
with
mental
health
things
like
mental
health,
slack
channel
something
called
a
juice
box
chat
which
is
fascinating
to
me.
I
guess
juice
box
reminds
me
of
being
a
kid,
so
I'm
definitely
interested
in
that
three
questions
off
that
one.
If
you
could
maybe
share
more
details
on
what
those
programs
are
number
two,
why
do
you
use
that
specific
format
and
number
three?
B
So
the
the
juice
box
shots
is
a
fun
one.
This
all
goes
back
to
one
of
the
most
important
things
that
we
do
at
gitlab
to
help
connect
team
members
and
encourage
people
to
build
sort
of
community
within
git
lab
we're
very
intentional
about
informal
communication
and
having
those
moments
where
you
can
connect
with
other
people
on
a
more
personal
level.
We
use
slack
for
many
things.
In
addition
to
communicating
about
work,
we
also
use
slack
channels
for
all
kinds
of
special
interest
topics.
B
So
there
are
hundreds
of
channels
you
can
join
whether
it
is
dogs,
travel,
there's
one
for
dad
jokes
office
photos.
Each
of
our
team
member
resource
groups
has
their
own
channel
in
slack.
So
there's
one
for
mindfulness
this
one
for
parents,
one
of
my
favorites
this
year
has
been
mental
health
aware,
so
that
was
a
channel
that
was
created
for
people
to
share
articles
tips
or
things
that
they're
struggling
with
and
ask
for
help.
It's
really
been
like
a
perfect
illustration
of
our
non-judgmental
culture
that
we
try
to
build.
B
So
we've
documented
that
as
part
of
our
company
values,
that's
something
that
we're
trying
to
bring
to
life
in
every
aspect
of
our
culture,
but
this
channel
really
speaks
to.
That
is
that
you
see
everyone
opening
up
and
being
so
vulnerable
about
something
that
you
wouldn't
traditionally
see
in
a
co-located
space.
Even
just
a
personal
anecdote
there
in
my
personal
social
circles,
used
to
be
very
vocal
about
the
importance
of
therapy
and
people
seeking
coaching
and
therapy,
but
I
had
never
really
had
those
conversations
in
a
work
setting.
B
Then,
when
I
was
at
get
lab
having
this
channel
and
seeing
people
open
up
and
really
discuss
that
type
of
topic
openly
encouraged
me
to
then
discuss
it.
I've
even
gotten
to
the
point,
with
my
comfort
level,
of
the
topic
internally
at
work
that,
on
my
google
calendar,
the
event
from
seeing
my
therapist
every
other
week
is
public.
So
I'm
totally
comfortable
just
like
with
a
doctor's
appointment
with
everyone,
knowing
where
I
am
at
that
time.
Every
week.
B
It's
just
a
really
freeing
experience
to
know,
that's
welcome
and
encouraged
and
that
it's
just
not
a
taboo
conversation.
So
that
has
been
a
really
important
one,
I
think
for
everyone
this
year,
that
they
don't
have
to
leave
their
life
at
the
door.
It's
kind
of
part
of
your
whole
picture
as
a
team
member
juice
box.
Chats
is
one
that
actually
came
up
in
2020.
It
came
about
because
we
had
lots
of
team
members
who
suddenly
had
their
children
at
home
and
we
welcome
interruptions
pre-pandemic
when
people
pop
up.
B
We
ask
everyone,
oh
tell
your
child
to
say
hi,
so
it's
very
welcome,
but
I
think
what
we
were
struggling
with
is
everyone's
like
my
child
is
so
bored.
Is
anyone
else's
kid
want
to
just
get
on
a
zoom
with
my
kid
and
talk
about
whatever
we
had
a
few
people
do
those
pairings
at
first
just
ad
hoc.
It
grew
from
there
at
gitlab.
We
have
coffee
chats
that
are
between
team
members.
If
people
just
want
to
hop
on
a
zoom
with
a
team
member
and
chat
about
life
and
whatever
the
topic
may
be.
B
So
this
is
the
kid
version
of
coffee
chats
which
we've
lovingly
named
juice
box.
Chats
it's
typically
a
group
call,
so
you've
got
anywhere
from
kids
to
grandparents
to
whoever
all
joining
this
call
together
and
sharing
and
chatting
it's
a
really
fun
new
feature
that
came
out
of
2020
among
lots
of
not
so
fun
things.
If
you
search
for
get
lab
informal
communication
you'll
find
our
handbook
page
with
all
of
our.
You
know.
Informal
communication
tactics,
juicebox
chats
is
one
of
those
along
with
talent
shows
and
a
few
other
things
that
have
come
up.
B
So
one
of
the
things
that
is
really
more
infused
into
everything
with
our
culture
is
asynchronous
work.
So
I
think
that's
something
that
we
talk
about
a
lot
with
remote
work,
but
it's
not
necessarily
tied
to
how
important
it
is
for
mental
health,
knowing
that
you're
not
having
the
hours
that
you
work
tracked
and
that
it's
really
about
the
results
that
you
produce
and
not
when
you
produce
them
is
in
itself
very
freeing.
B
We've
really
seen
that
in
the
last
year
that
if
someone
suddenly
needs
to
step
away,
luckily,
we
have
already
documented
all
of
our
work
and
we
can
easily
pass
that
on
and
work
in
the
gitlab
tool
and
be
able
to
pass
that
to
other
co-workers
and
be
just
really
agile
in
the
way
that
we
work.
So
that's
a
huge
mental
health
benefit
that
we
may
not
have
noticed
prior
to
this
past
year.
As
far
as
new
programs,
our
most
popular
one
in
2020
that
we
started
was
friends
and
family
day
back
in
may
of
2020.
B
We
started
friends
and
family
day
as
a
day
to
just
shut
down
the
virtual
doors
to
the
office
for
a
day
and
encourage
everyone
to
go,
spend
time
with
their
friends
and
family
spend
time
with
themselves
if
they
just
want
to
sleep
for
the
day,
whatever
they
need
to
do
to
reset.
Instead
of
having
to
request
that
time
off
people
don't
want
to
come
back
to
a
bunch
of
emails.
This
way
everyone's
in
that
same
vote
and
taking
the
time
that
they
need.
B
A
B
A
In
the
old
days
when
you
needed
a
day
off,
it
was
like,
I
needed
mental
health
day.
You
felt
uncomfortable
about
you
know
taking
those
days
off,
but
now
it's
so
nice
to
see
that
companies
are
being
very
upfront
saying
people
need
mental
health
days
just
take
a
day
off.
Everyone's
closed,
be
focused
on
you
and
not
focused
on
the
work.
B
Yeah,
it's
so
nice
because
often
times
you
feel
like
when
you
come
back
from
time
off.
You
come
back
to
this
big
inbox,
the
things
that
you
need
to
go
through,
but
we've
really
noticed
how
that's
not
the
experience
with
these
friends
and
family
days.
You
see
our
ceo
sharing,
what
he's
doing
on
the
friends
and
family
days
to
encourage
that
everyone
is
doing
this.
It's
really
it's
good
to
see.
C
Nice,
you
said
something
very
interesting
that
leadership
saw.
Productivity
was
increased,
so
they
were
concerned
about
burnout.
So
there's
a
couple:
things
are
one
that
they're
tracking
productivity,
that
they're
noticing
some
level
that
seems
to
be
concerning
and
that
they
would
make
a
decision
on
it.
So
how
is
that
system
set
up.
B
So
for
git
lab
you're,
looking
at
things
in
the
gitlab
tool,
merge
requests
and
any
kind
of
contribution
that's
being
made
to
the
gitlab
tool
or
to
our
handbook.
Our
measure
of
results
in
many
ways
is
what's
happening
in
our
tool
because
we
dog
food,
our
own
product.
We
use
it
for
everything.
That's
probably
the
biggest
indicator.
Seeing
people's
interaction
with
the
tool
is
actually
increasing
over
time,
which
our
ceo
said.
B
That
makes
sense,
because
people
are
at
home
and
they
aren't
necessarily
doing
some
of
these
social
things
they
might
have
done
after
work
prior
to
the
pandemic.
But
that
was
not
a
good
thing,
because
you're
gonna
start
to
run
into
some
real
problems.
I
think
it's
something
that
a
lot
of
leaders
might
struggle
to
see.
B
The
connection
that,
if
you
have
everyone
burning
out
so
early
on
you're,
not
going
to
get
the
business
results
that
you're
looking
for
so
starting
with
recognizing
a
problem
before
it
becomes
a
much
bigger
problem,
is
so
crucial
with
burnout
and
and
many
mental
health
struggles.
It
was
encouraging
to
see
that
come
from
our
ceo
and
executive
team
was.
B
A
good
question,
I'm
actually
not
sure
I'd,
have
to
ask.
I
think
it
was
something
that
they
noticed.
Our
executive
team
is
very
involved
in
all
parts
of
the
company,
everything's
so
transparent
that
it's
easy
for
someone
to
look
at
the
contributions
and
the
team's
productivity.
In
that
way,
I
think
it
was
something
that
a
lot
of
companies
were
also
discussing
at
the
time.
Oh
everyone's
forced
to
work
from
home.
Are
they
being
productive?
Are
they
working?
A
We
just
spoke
about
from
a
higher
management
perspective,
of
seeing
changes
within
productivity
changes
within
the
company
and
taking
action
to
try
to
mitigate
you
know
any
issues
to
mental
health.
What
can
lower
level
managers
do
when
they
may
notice
some
changes
within
their
team
to
help
improve
their
team's
mental
health.
B
At
get
lab
we'll
talk
about
prevention
as
a
team
sport
when
it
comes
to
burnout,
isolation
or
really
any
mental
health
struggles.
We
start
at
the
top
with
leaders
who
need
to
establish
that
workplace
culture,
where
it's
a
non-judgmental
culture
and
not
restricting
people
and
with
managers
who
work
directly
with
their
teams.
They
need
to
be
proactive
in
sensing,
the
signs
of
mental
strain
or
issues
that
are
on
the
horizon.
B
It's
also
on
the
part
of
the
team
members
to
feel
comfortable
in
some
way
of
surfacing
those
issues
before
it
becomes
a
bigger
issue,
and
so
we
really
look
at
it,
as
everyone
is
involved
in
this.
As
far
as
the
managers
who
have
that
close
connection
with
their
team
every
day,
it
starts
with
setting
goals
and
expectations
that
are
reasonable
and
realistic.
If
you
talk
about
how
you
care
about
your
team's
mental
health,
and
then
you
set
goals
that
require
them
to
work
max
capacity
or
overtime,
you're
setting
yourself
up
for
for
burnout.
B
That,
for
your
team,
is
so
important
because
it
creates
this
level
of
we're
not
just
talking
about
this.
We
really
need
it
and
we
do
it.
One
thing:
that's
interesting
about
documentation,
which
is
something
that
we're
so
passionate
about,
because
it
helps
us
work.
Asynchronously
documentation
also
really
alleviates
a
lot
of
stress
and
mental
health
connected
concerns.
B
If
you
as
a
manager,
have
documented
your
expertise.
Well,
the
things
that
you
do
and
the
processes
then,
if
you're
taking
time
off
or
you're
asleep,
it
really
relieves.
Some
of
that
stress
and
kind
of
creates
a
sense
of
calm
among
your
team
that
they
know
they
can
access
the
information
they
need,
even
if
you're
not
there.
So
that
piece
is
not
talked
about
as
much,
but
I
think
it's
really
important,
then
there's
also
just
with
asynchronous
tools.
B
We
all
know
the
fatigue
that
comes
from
having
slack
hanging
you
all
day,
you
can't
focus,
and
it's
for
that
constant
attention
draw
any
effort
that
you
can
make
as
a
manager
to
push
work
into
asynchronous
tools,
whether
it's
just
documenting
things
so
that
it
can
be
moved
out
of
slack
into
the
gitlab
tools
so
that
it's
not
something
that
just
you're
pinging
back
and
forth.
In
a
conversation
that
will
disappear
later,
encouraging
asynchronous
documentation
and
work
will
help
tremendously.
Is
there
anything
y'all
have
heard
from
other
leaders
that
they've
added
recently.
C
A
For
my
side,
it's
something
that
I've
done
for
a
long
time.
I've
been
speaking
a
lot
about
it,
especially
with
the
companies
that
I
mentor
leaders
doing
check-ins
at
least
once
a
week
with
everyone
on
their
team
just
that
mental
health
check-in
how's
everything
going
what's
going
on
that
was
related
to
my
next
question,
with
all
the
fantastic
documentation
that
you
already
have.
Perhaps
you
may
have
a
template
for
leaders
what
that
kind
of
format
or
whether
they
should
be
asking
those
one-on-one
check-ins?
What
do
they
share?
What
kind
of
questions
they
ask
for
me?
A
B
Yeah,
absolutely
we.
We
are
also
big
fans
of
the
weekly
one-on-one.
We
do
have
a
handbook
page
that
we
talk
about
how
to
run
a
101
just
in
general,
but
then
specifically
with
mental
health,
there's
a
great
wealth
of
tips
in
the
mental
health
handbook
page
that
I
mentioned,
so
you
can
search
both
of
those.
B
Can
we
rework
the
timeline
for
this
project
even
asking
them,
if
they're
scheduling,
time
off
soon
being
upfront
about
those
questions
and
making
sure
that
the
team
member
feels
like
it
is
a
safe
conversation
to
have
is
a
great
first
step,
then
just
recognizing
that,
even
if
you
create
that
safe
space,
not
everyone
has
that
level
of
comfort
for
being
that
vulnerable
in
a
one-on-one
conversation.
So
we
are
very
careful
in
how
we
look
into
the
questions,
we're
asking
in
full
surveys
and
sentiment
surveys
that
our
people
group
sends
out.
B
So
this
most
recent
one,
we
were
sure
to
ask
questions
that
were
very
specific
about
how
people
felt
about
the
support
they
were
getting
from
get
lab
from
their
manager
from
their
team
during
covet
and
what
we
could
actually
do
to
improve
that,
instead
of
just
asking,
do
you
like
working
here,
it's
much
more?
How
can
we
actually
help
you
right
now?
What
do
we
need
to
be
doing?
Having
a
spectrum
of
feedback
options
for
people
who
have
different
comfort
levels
is
definitely
a
great
route.
C
B
It
goes
back
to
the
documentation
for
sure
we
do
have
a
learning
path.
That's
part
of
our
learning
and
development
platform.
That's
all
about
mental
health.
We
actually
had
a
mental
health
awareness
week
at
the
end
of
2020.
We
noticed
that
we
had
lots
of
options
for
people
to
help
support
them,
but
a
lot
of
people
just
didn't
know
about
them.
We
wanted
to
create
some
awareness
around
it.
Help
managers
understand
how
to
have
those
conversations
and
give
our
leadership
the
opportunity
to
share
their
journey
with
mental
health.
B
So
we
had
some
live
speakers
and
more
formal
forums
for
people
to
discuss
those
topics
from
that
we
created
this
learning
path.
So
it's
something
that's
also
in
the
handbook.
If
anyone
wants
to
look
at
that
page
and
replicate
how
we're
training
our
team
members
to
recognize
these
different
options
that
are
available
to
them,
I
definitely
recommend
starting
there.
I
feel,
like
this
year,
we're
going
to
start
to
see
a
lot
more
training
opportunities
and
things
that
are
specifically
meant
for
leaders
to
help
them.
C
B
The
stress
and
anxiety,
don't
care
what
your
job
title
is
being
transparent
and
knowing
that
you,
as
a
manager,
are
a
person
just
like
your
individual
contributor
on
your
team
is
and
following
the
advice
that
you
give
it's
easy
to
tell
your
team
hey.
You
should
take
this
time
off
when
you're
feeling
really
burnt
out
this
one
week.
But
then,
if
you
don't
do
it
yourself?
B
Not
only
are
you
not
serving
yourself
but
you're,
not
serving
your
team
they're,
also
going
to
start
to
think
that
you're
just
saying
these
things
and
you
don't
actually
mean
that
they
should
take
their
time
that
they
need,
if
you
feel
like
you
need
time
off,
take
it
go
be
with
your
family
for
a
day
tell
your
team
that
you're
doing
it
and
why
you're
doing
it?
Not
just
I
have
this
vacation
day
scheduled
by
being
transparent
about
it
and
creating
that
safe
space.
B
Not
only
lets
your
team
get
to
know
you
better
as
a
person,
but
as
a
leader,
it
builds
respect
and
opens
up
the
door
for
everyone
else
to
act
that
same
way,
it's
an
important
one,
because
it's
a
very
rare
thing
that
everyone's
experiencing
this
same
type
of
crisis
all
over
the
world.
It's
not
something
that's
just
happening
in
one
region
or
one
country,
it's
more
important
than
ever.
A
Yeah,
the
last
question
that
I
have
is
we've
spoken.
A
lot
about
the
different
projects
and
programs
get
lab,
runs
to
help
with
mental
health.
Are
there
any
specific
employee
benefits
that
that
you
offer
it
could
be
access
to
telemental
health
or
reimbursing
for
therapy
appointments?
Anything
specific.
B
B
On
our
mental
health
handbook
page
we've
started
a
list
of
a
mental
health
tool
stack,
it's
actually
a
lot
of
contributions
from
our
team
of
tools
that
they've
found
helpful
and
things
that
might
have
surfaced
in
the
mental
health.
Aware
slack
channel
that
we've
said
hey,
let's
document
this,
because
if
one
person
found
it
useful,
someone
else
might
our
our
no
ask
time
off.
Policy
is
a
really
big
one
too.
B
It's
really
not
something
that
we
just
use
for
recruiting
tactics,
it's
genuinely
something
we
encourage
and
if
they
need
the
time
off
to
let
their
manager
and
their
team
know
and
just
go.
They
don't
have
to
request
that
it
be
on
this
certain
day.
There
doesn't
have
to
be
a
reason
for
that
time.
They
don't
need
to
be
going
on
a
trip,
it's
just
whatever
you
need
put
it
on
the
calendar
and
go
so
that's
a
benefit
that
I
think
has
been
incredibly
useful
in
this
past
year.
Amazing.