►
From YouTube: Thriving as a Remote Team with Nurit Shiber of Sisense
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A
Hello
and
welcome
to
the
second
installment
of
navigating
change
in
crisis,
a
virtual
event
series
hosted
by
science,
I'm
Jax's,
lack
blog
editor-in-chief
here
and
I'll
be
your
host
today.
These
are
open
casual
events
designed
to
give
our
data
driven
customers
a
platform
to
share
how
they're
navigating
change
in
these
uncertain
time,
hopefully
walk
away
with
some
strategies
you
can
use
in
your
own
organization.
A
Just
a
reminder
before
we
get
started,
you
can
drop
your
questions
to
our
speakers
in
the
Q&A
box
at
any
time
during
the
presentation
will
be
vetting
them
and
surfacing
some
later.
This
virtual
event
is
being
recorded
and
will
be
sent
around
afterwards.
Lastly,
receive
a
link
at
the
end
of
this
event
for
a
quick
survey.
Let
us
know
how
he
did.
They
were
joined
by
Emily,
sherry,
o2,
internal
strategy,
consultant
gitlab
and
her
own
Maurice
Schreiber.
A
If
people
officered
science,
it
lab,
is
the
world's
largest
all
remote
organization,
with
more
than
1,200
employees
working
remotely
across
65
plus
countries
as
a
company
gitlab
believes
strongly
that
all
remote
is
the
future
of
work.
But
when
external
force
has
Russia's
implementation,
it
comes
with
a
set
of
very
specific
challenges.
Emily,
please
go
ahead
and
tell
our
audience
a
little
about
yourself.
B
Much
jack
I'm
really
glad
to
be
here
with
you
and
there
eat
today.
So
first,
a
little
bit
about
get
loud.
Like
you
said,
the
world's
largest
all
remote
organization,
1,200
team
members
and
65
countries.
Gitlab
is
the
single
application
for
the
entire
DevOps
lifecycle
from
planning
what
you're
going
to
build
to
creating
deploying
monitoring
and
securing
and
defending
it.
B
I
was
the
first
data
analyst
at
Kate
lab
about
two
years
ago,
then
I
moved
into
a
data
engineering
role
and
I've
spent
the
last
nine
months
now
in
a
strategy
role
on
the
chief
of
staff
team
I
live
on
the
east
coast
of
the
United
States
in
Savannah
Georgia,
with
my
husband
and
my
dog.
He
is
napping
right
now
right
behind
me.
B
A
C
Everyone,
chief
people
officer
of
science
and
analytics
company,
were
pre-ipo,
joined
the
company
and
when
you're
around
160
people
today
we're
around
800
enlisted
for
years,
I've
been
really
lucky
to
participate
in
this
journey
and
I'm
a
mother
of
three
I'm,
an
organizational
psychologist
and
I'm
based
in
New,
Jersey
and
I
miss
our
office.
We
have
amazing
offices
in
eight
locations
and
I
really
miss
our
people
in
our
offices,
but
I'm
really
really
happy
to
be
here
and
share
a
little
bit
about
about
our
learnings
over
the
last
couple
couple
of
weeks,
yeah.
A
I
hear
you
about
you
know:
if
the
office
culture,
there
was
something
there,
but
also
we
got
new
challenges
and
new
opportunities
here,
and
it's
really
awesome
to
have
you
both
on
Aztec
companies-
and
you
know,
everyone
around
the
world
is
grappling
with
the
new
realities
that
were
confronted
with.
We're
really
excited
to
have
you
share
some
of
your
strategies
for
building
and
nurturing
a
healthy,
remote
workforce
and
the
data
you
should
be
leveraging
to
ensure
you
do
that
right,
everybody
ready
to
jump
in.
A
B
Absolutely-
and
the
most
important
thing
to
know
is
that
it's
not
as
simple
as
taking
everyone
out
of
the
office
and
putting
them
in
their
homes
right
and
I-
think
anyone
who's
done
that
over
the
last
couple
weeks,
and
so
me,
if
you're
scratching
your
head
and
saying
like
they
tell
us,
this
is
supposed
to
be
better.
Why
is
it
easy?
B
And
the
fact
is
that
remote
work
is
not
just
about
taking
people
out
of
one
place
and
distributing
them,
but
it's
about
creating
new
systems
and
new
approaches,
and
what
we've
figured
out
is
that
there
are
a
couple
different
phases
in
the
transition
to
remotely.
So
if
I
were
to
simplify
them
into
three
and
I'll
drop,
a
link
in
the
chat
after
this
for
people
who
want
to
read
more
can
do
that,
but
there,
if
I,
were
to
simplify
them.
B
The
first
is
where
you
do
take
what
you
did
in
an
office
and
you
do
it
online.
You
go
from
the
conference
room
to
a
zoom
room
and
then
the
next
step
is
where
you
start
to
realize
that
some
of
your
processes
can
be
made
more
efficient.
So,
instead
of
having
a
daily
stand-up
meeting
and
taking
an
hour
of
everyone
synchronous
time,
you
need
to
a
stand-up
bot
in
slack
instead
of
a
presentation
going
through
a
PowerPoint
deck
with
ten
people
in
the
same
place.
B
At
the
same
time,
you
record
a
YouTube
video
and
send
it
out
where
everyone
can
watch
it
at
whatever
time
works
for
them.
So
you
start
to
learn
about
the
nuances
of
asynchronous
work
and
how
that
can
improve
your
workflow
and
then
the
third
step.
Is
you
start
to
really
become
intentional
about
building
a
remote
culture?
So
if
you
have
an
office
you
get
rid
of
it
and
that
really
levels
the
playing
field.
It
makes
all
your
employees
fully
remote
employees.
B
So
if
you
want
to
know
like
what
is
one
thing,
I
can
do
right
now
as
soon
as
we
get
off
this
call
to
make
my
team
work
in
a
more
remote
efficient
way.
You
can
look
at
your
meetings
for
taste
Thursday
morning
here
on
the
East
Coast,
so
maybe
not
for
this
week,
but
look
at
your
meetings
for
Monday,
see
which
meetings
are
gonna,
have
a
presentation
in
them
and
go
record
a
YouTube
video.
Instead,
you
know
set
up
a
zoom
call
recording
yourself,
it's
weird
to
talk
to
a
screen.
You'll
get
over
it.
B
I
promise.
Do
it
in
one.
Take
we're
not
trying
to
be
YouTube
stars
here,
we're
just
trying
more
efficient,
get
that
meeting
on
YouTube,
send
it
out
to
people
24
hours
before
the
call,
so
that
when
you
get
on
that
call,
you
are
doing
the
thing
that
you
can
only
do
when
you
have
those
people
on
that
call
which
is
having
an
informed,
powerful
discussion.
A
That's
awesome,
I
know
one
of
my
favorite
sort
of
catchy
ideas
about
meetings
is.
Could
this
have
been
an
email
and
ultimately
I
know
Amazon
I,
don't
know
if
they
still
do
this,
but
it
used
to
be
the
rule
that
they,
everybody
had
to
read
the
PowerPoint
presentation
at
the
beginning
of
the
meeting
as
opposed
to
okay,
we're
gonna
go
through
it
now.
So
what
you're
talking
about
really
is
delivering
that
information
ahead
of
time
and
then,
like
you,
said
you
do
the
part
you
can
only
do
in
the
meeting
in
that
time.
Yeah.
B
Even
that
I
think
the
blog
posts
that
I've
read
about
it
most
recently
is
like
the
first.
Eight
minutes
of
a
meeting
are
reviewing
that
memo
yeah.
What
if
you
gave
those
ten
people?
Eight
minutes
back
right,
that's
an
hour,
and
if
you
multiply
that
by
three
or
four
meetings
a
day,
you're
really
making
a
difference
to
the
time
spent
synchronously.
It's.
A
Awesome
very
exciting.
Next
up,
this
is
more
of
a.
This
is
a
science
sort
of
thing
we
as
an
organization,
we
were
already
very
highly
dispersed.
We
worked
out
of
physical
offices
all
over
the
world
and
we
had
a
really
robust
array
of
people
who
are
already
remote
working
in
their
home
offices
and
then
they
would
come
to
the
offices
occasionally
and
it's
always
been
part
of
everybody's
job-
to
collaborate
with
teams
across
different
time
zones.
But
now
the
co
mid-nineteen
situation
has
put
us
all
in
a
different
ballgame.
A
C
Of
all
Emily's
super,
exciting
idea,
I
really
like
that.
So
thank
you
and
I
love
your
passion
and
that's
where
we
connect
we're
both
like
and
in
any
way,
I
think
what
we've
been
watching
is
the
following
thing:
I
think
week,
one
and
week
two
was
all
adrenaline
right.
We
were
adjusting
into
the
situation
we
were
tuned
in.
C
C
It's
actually
an
extension
of
something
that
we've
had
in
in
the
past,
and
that
is
we
call
it
self-care
days
and
also
meeting
less
days
that
we've
just
implemented,
and
the
idea
is
that
we
have
a
few
days
in
which
the
entire
company
sort
of
is
just
quiet.
No
one's
working,
no
emails,
no
communication
just
to
allow
people
to
sort
of
just
clean
their
heads
a
little
bit
now,
we've
coming
off
a
weekend
that
we
called
it
coming
up
for
air
weekend.
C
You've
been
doing
it
for
the
last
two
and
a
half
years
and
that's
after
every
quarter
and
the
whole
company
takes
a
long
weekend
off.
Meeting
no
emails,
no
slacks,
no
communication
for
an
entire
weekend.
So
we've
actually
augmented
that
with
a
few
more
days
to
really
allow
us
first
Akande
to
be
with
our
loved
ones
to
help
the
community.
You
know
there
are
a
lot
of
parents
that
are
sort
of
battling
now
the
whole
thing
of
their
kids.
C
You
know
that
have
no
schools
etc,
and
these
kind
of
things
are
really
necessary
in
order
to
allow
people
to
not
only
do
the
transition,
but
the
next
thing
is:
how
do
you
persevere?
How
do
you
carry
that
through
for
a
longer
period
of
time,
now,
just
a
fun
fact
that
I
thought
would
be
really
interesting?
Oh
maybe
two
fun
facts,
one.
C
Even
though
we've
been
working,
you
know
remotely
and
distributed
one
thing
we
were
really
happy
to
see
over
the
years
there
are
remote
employees
were
always
even
more
engaged
in
less
blessing
and
remote
employees,
which
is
really
interesting.
If
you
think
about
it,
it
actually
says
that
we
made
the
feel
part
of
the
company
right
from
the
early
start,
but
the
second
thing
that
I
want
to
relate
to
that
we
found
out
is
we
spoke
with
people.
Is
that
people
feel
way
more
connected
than
they
used
to
in
the
past.
C
Doesn't
really
matter
where
you
are
based.
You
still
feel
like
you're
part,
so
teams
have
used
to
be,
for
example,
our
team
in
Ukraine.
They
said.
Oh,
we
have
communication
issues
with
our
team
in
Israel
and
now
they
feel
way
closer
because
everyone's
on
the
same
sort
of
playing
field
right
and
there's
I
mean
that's.
Why
this
whole
crazy
situation
has
been
called
to
create
the
big
equalizer
I
have
to
be
all
in
the
same
state,
no
matter
where
we
are
yeah.
A
That's
really
interesting.
I
know
I
found
that
on
the
marketing
team,
we
with
our
regular
stand-ups
in
the
morning
that
hasn't
been
a
really
great
time
to
just
connect
with
people
emotionally
and
just
see
how
they're
doing
and
that
mixes
all
the
different
teams,
all
the
different
locations,
remote
and
non,
and
when
I
first
joined
so
I
sense.
Some
of
the
first
relationships
that
I
built
with
other
side
sensors
were
with
remote
people
who
were
really
integral
to
my
job
and
were
there
to
support
me,
and
they
gave
me
everything
they
could
have.
A
Given
me
if
they've
been
sitting
on
the
other
side
of
the
cubicle
wall
for
me
from
miles
away
and
then
to
talk
about
meeting
'less
days
as
a
writer.
Slash,
editor
I'm
super
excited
for
meeting
those
days,
because
sometimes
you
just
need
a
big
block
of
time
to
go
deep
on
a
topic
and
really
like
get
into
a
groove.
I.
Definitely
won't
talk
about
time
management
later.
If
we
get
some,
if
we
have
time
but
and
yeah
coming
up
for
air
is
something
as
a
new
employee.
A
What
I
found
out
about
that
I
was
like
really
excited
about
it,
because
it
does.
It
gives
everybody
a
chance
to
unplug,
and
especially
now,
like
you
mentioned
us
all
being
sequestered,
with
whoever
we're
close
to
it's
a
marathon,
not
a
sprint.
You
need
that
time
to
normalize
and
you're
around
these
people
more,
but
are
you
with
them
not
always.
B
I
really
love
that
idea
of
meeting
less
days.
It's
a
great
example
of
how
leadership
can
set
an
example
for
the
organization,
because
that's
the
kind
of
thing
that
really
has
to
be
bought
in
throughout
the
work
when
I
was
in
a
primary
engineering
role.
What
my
team,
the
data
team
had
was
meeting
Tuesdays,
so
we
kind
of
flipped
that
on
our
head
here,
instead
of
meaningless
days
and
designating
a
day
what
we
did
was
designate
a
specific
day
for
meetings.
B
A
Again,
could
it
be
an
email
look,
you've
got
one
chance
a
week
to
get
on
my
calendar,
that
is
I.
Have
a
good
buddy
he's
like
a
mentor
in
the
Toastmasters
organization
that
I'm
in
whoo.
This
was
like
such
an
awesome
move
on
his
part.
I'd,
never
heard
of
anybody
doing
this.
His
own
boss
can't
knock
on
his
door
unless
they
set
a
meeting
on
his
calendar.
I
had
never
but
he's
just
so
locked
down
with
his
time.
He's
like
look.
If
it's
not
on
my
calendar,
you
gotta
put
it
on
there.
A
B
Really
raises
the
standard
for
me,
so
another
requirement
that
we
have
is
for
you
to
set
a
meeting.
You
have
to
have
an
agenda.
The
agenda
populated
like
no
optional
people
on
the
invite,
they're
invited
or
they're,
not
there
needed
or
their
time,
and
that
the
that
extra
hurdle
to
have
a
meeting
means
that
the
meetings
gonna
be
more
efficient.
It's
gonna
be
a
better
use
of
everyone's
time,
so
definitely
yeah.
C
And
I
think
in
general,
what
we're
gonna
see,
we're
gonna,
see
way
more
operational
excellence
as
a
result
of
this
whole
thing,
because
people
are
going
to
become
intentional
more
intentional
time.
Yes
and
I
really
hope
to
see
more
and
more
of
these
like
Emily's
talking
about,
because
I
think
we
need
to
be
mindful
of
our
time
and
others
people
time
even
more
than
we
used
to
in
the
past
right
absolutely.
A
And
I
love
that
you
I
think
you
both
use.
The
word
intention
there
and
I
saw
that
you
were
talking
about
the
idea
of
intentionality
with
these
meetings
hundred
percent
again,
could
it
be
an
email
and
I
know
Emily
on
a
separate
call?
You
did
mention
you
said
you're
an
on
time
organization
or
you
have
a
very
strong
on
time
policy
there
which,
when
you're
all
these
different
people,
all
these
different
places
started
like
when
I
used
to
do
phone
screens
to
try
to
hire
people
in
different
roles.
A
A
They
know
I
was
in
a
marketing
meeting
some
weeks
ago,
where
the
leader
of
my
organization,
I,
was
a
little
late
and
I
thought
I
could
sneak
in,
and
he
didn't
say
this
directly
to
me
because
there
were
other
people
too,
but
he
said
we
are
we're
an
on-time
team.
I
was
like
that's
all.
It
took
you're
right
and
then
everybody
was
on
point.
It
was
great
absolutely.
B
We
tell
people
if
a
meeting
starts
at
10:00
a.m.
you
should
be
on
the
call
by
959,
because
it's
not
saying
walk
in
at
10:00
a.m.
in
it's
saying
the
meeting
starts
at
10:00
a.m.
and
so
part
of
the
trade-off
to
that
is.
We
don't
have
30
minute
meetings.
We
have
25
minute
meeting
and
I'm
15
minute
meeting
or
an
hour
long
meeting.
We
have
15
minute
meeting
meeting
start
and
end
on
time.
Yep.
A
What
is
it
on
time
is
lead
awesome.
This
is
really
cool.
So
now,
let's
talk
about
leadership
stuff
with
all
these
different
changes
happening
so
quickly.
What
has
been?
What
is
the
role
of
leadership
in
companies
where,
like
they're
they're
having
to
respond
to
this
I
again
get
lab
is
already
on
a
remote
operation,
but
for
people
who
aren't
what
can
leaders
do
to
guide
their
organizations
through
this
crisis?
So.
C
I
think
I'll
take
this
one
I
think
I
really
believe
in
the
concept
of
human
centric
leadership.
I
really
think
it
is
our
roles
as
leaders
now
to
one
lead
with
empathy,
but
also
be
clear
about.
You
know
what
the
expectations
are
and
I
think
they're,
really
exciting
shifted.
We're
gonna
see
is
that
people
are
gonna,
become
way
more
intentional
about
outcomes
and
about
defining
what
are
the
expected
outcomes
from
their
people,
but
I
think
doing
that
with
a
high
level
of
authenticity
and
empathy
is
the
way
to
go
so
human
centric.
C
To
me
it's
always
been
the
way
you
know
I.
Believe
leaders
should
act,
but
now
the
current
situation
even
calls
more
for
that.
So
we
did
encourage
if
you're
an
employee
in
your
and
you're
listening
to
this
and
you're
unclear.
What
are
the
outputs
that
your
manager
is
expecting
from
you
go
ahead
and
ask
them,
and
if
you're
a
leader,
try
to
understand
people
situations,
what
are
they
facing?
What
are
their
challenges
and
also
in
order
to
enable
them
to
be
successful?
C
You
know
you
should
pay
that
you
know
sort
of
pay
a
lot
of
attention
to
how
you
define
expectations
and
make
it
clear
for
them
to
understand
what's
required,
so
they
will
feel
success
even
at
these
times,
because
maybe
ours
are
currently
meaningless.
It
doesn't
matter
how
long
you
sit
on
the
chair.
What
really
matters
is
what
you
produce
right
and
what
you
can
bring
forward
and
what
impact
you're,
making
Thank.
A
D
B
Yeah
I
think
Marie
is
spot
on
there
and
it's
important
to
remember
that
right
now,
even
if
even
at
an
all
remote
company,
like
you
are
day
to
day
it's
a
remote
team
members
are
not
under
usual
circumstances,
also
full-time
caregivers,
also
full-time
teacher
is
also
dealing
with
a
global
pandemic
right,
and
so
these
are
not
normal
circumstances
and
what
matters
is
really
total
communication
over
communicate
err
on
the
side
of
over
communication.
This
is
not
your
usual
Monday
to
Friday
9:00
to
5:00
anymore.
B
A
100%,
this
isn't
just
working
from
home
and
there
happens
to
be
a
pandemic
happening
outside.
This
is
whatever
else
is
going
if
you're
fortunate
enough
to
continue
working,
your
normal
job,
drawing
your
normal
salary,
etc.
The
ongoing
trauma
of
the
crisis
that
we're
facing
taking
a
toll
on
us,
whether
you're,
an
individual
trying
to
handle
your
own
stuff
and
you
can
socially
isolate
or,
if
you're,
in
a
coupled
such
partnered
situation
a
family
situation.
It's
that
worried
about
your
family
that
are
in
other
places
and
whether
or
not
you
can
get
to
them,
etc.
A
C
C
Let's,
you
know
that
I'm
in
my
guest
room,
so
I
think
authenticity,
I'm,
leading
and
really
leading
with
that,
and
also
as
a
leader,
it's
really
okay,
to
say
that
I'm
not
having
a
great
day
today,
it's
okay
to
say
you
know,
I'm
going
through
the
ups
and
downs
of
this
whole
thing,
and
you
know
my
kids
are
annoying
today.
My
husband,
you
know,
whatever
you
know,
leading
with
yourself
and
often
to
Stewart
and
legitimacy,
others
to
be
vulnerable
and
to
express
it
and
I
think
it
doesn't
take
away
anything
from
our
stature.
B
We're
all
humans,
we
have
normal
lives
if
someone's
kid
walks
into
a
call
to
apologize
for,
say
hello.
There
is
one
thing
that
we
started
doing
so
we
have
this
habit
of
coffee
chat.
Thank
you
like
the
way
you
have
a
call
to
just
get
to
know
someone
as
you
send
them
an
invite
for
a
coffee
chat
and
we've
started,
I.
Think
it's
two
or
three
times
a
day.
Now
we
host
juice
box,
chats
for
kids
of
team
members,
we're
at
home,
Oh
resumed,
and
so
you
have
these
calls.
C
A
Again
awesome:
this
is
great
sharing
ideas,
sharing
resources,
I
think
science
has
always
had
I
mean
we're
kind
of
a
hard
working
organization.
There's
always
been
this
focus
on
who
we
are
as
people
and
work-life
balance,
and
making
sure
that
no
you're
being
taken
care
of
as
a
person
and
yeah.
Now
that
everybody
is
working
from
home
and
we
get
this
unique
view
into
each
other's
lives
that
has
just
actually
has
just
gone
up
just
in
terms
of
like
sharing
each
other's
struggles.
A
Oh
you
know,
I
need
I
need
to
take
a
step
away
for
a
couple
hours
today
to
handle
whatever
domestic
situation
etc.
People
are
super
chill
about
that
and
again
it
is
it's
about.
Are
you
getting
your
work
done
in
a
way
like
I
said
early?
It's
a
marathon,
not
a
sprint.
Are
you
at
a
pace?
That's
gonna
work
for
you
that
you
don't
get
her
down,
etc.
I
think
everybody
everybody
I've
done
with
that
size
sense
has
just
been
very
on
the
same
page
about
that
yeah
so
being
of
size
sense.
A
A
B
I
absolutely
do,
and
this
is
from
experience,
because
in
a
previous
role,
I
was
the
only
remote
employee
who
wasn't
in
or
either
of
our
two
offices,
so
companies
the
company
would
make
a
decision
or
have
an
announcement
or
having
all
hands
and
I
wouldn't
even
know
about
it
until
after
the
fact.
So
from
experience,
I.
B
When
you
have
these
situations,
where
some
people
get
additional
face
time,
they
do
get
additional
information,
and
even
if
it's
just
information,
they
have
an
advantage
because
they
have
that
information,
and
so
one
thing
one
thing
you
can
do
now
is
really
the
time
to
emphasize
trust
and
transparency
in
your
organization.
Don't
cascade
information
down
the
leadership
down
the
org
chart
instead
announce
it
to
everyone
at
the
same
time,
in
an
async
fashion
right,
you
don't
need
a
meeting
or
an
all-hands
for
an
announcement.
B
You
can
do
that
in
writing
and
then
everyone
can
greet
it
when
it
works
for
them,
and
it's
going
to
put
everyone
on
that
level
playing
field.
We
call
it
the
all
remote
upgrade
when
you
go
from
having
some
people
who
are
remote
in
in
second
class
citizen
situations
to
everyone
on
the
same
playing
field,
I
love.
C
That
I
think
you
know
I
said
this.
Whole
situation
is
referred
to
as
the
big,
equalizer
and
I
think
it's
so
true
on
so
many
levels,
but
you
know
the
whole
thing:
I,
don't
believe
in
executive,
saying
you
cam,
just
a
human
being,
you
know
agree
be,
doesn't
you
know
whatever,
but
I
do
think
that
accessibility
now
easy
is,
is
more
equal
in
that
sense.
So
what
we've
done
pretty
quickly
is
we've
started
our
CEO
last
video,
so
he
does
his
own
videos
and
he
does
it
on
a
weekly
basis
and
everyone
can
see
it.
C
You
don't
need
to
tune
in
you
tune
in
when
you
want
to.
We
also
share
like
a
brief
sort
of
summary,
together
with
that
video,
so
everyone
can
access
it
at
the
same
time,
where
I
think
we're
going
to
introduce
more
ask
me
anything
sort
of
sessions
as
well
to
allow
people
to
often
opt
out
as
much
as
you
want,
but
I
think
you
know
in
a
way.
C
We
are
all
the
same
in
this,
so
it
is,
it
is
the
big
equalizer
I
mean
for
good
in
a
way
for
bad,
because
a
lot
of
people
are
feeling
unfortunate
and
these
currents
are
compact
circumstance
it
doesn't.
You
can
still
be
sick
if
you're,
a
rich
or
if
you're
you
know
whatever
you
know
it
doesn't
but
I'd.
You
know
I'm
happy
about
that,
because
I
do
think
you
know,
how
did
you
call
it?
The
remote.
C
Ice
I
feel
it
and
I
said
I
think
you
know
the
silver
linings
of
this
whole
situation
that
will
make
people
more
effective.
It
will
make
communication
work
less
units
consumable
and
more
accessible.
So
that's
that's
really
something
we're
seeing
as
well
and
Jeff.
Correct
me
if
I'm
wrong,
because
you
live
the
same
reality
as
I
do
as
a
size
sensor.
Oh
no.
A
I
was
gonna,
say,
I
was
Emily's
point
yeah
a
mirror
has
just
seized,
seized
on
these
weekly
updates
and
they're.
Informative
they're
engaging,
and
they
make
me
feel
like
we
have
leadership
as
an
organization,
not
that
only
the
CEO
can
show
leadership
in
an
organization
and
its
come
from
a
lot
of
different
places,
but
he
is
definitely
like
planting
a
flag
in
the
ground
like
cheerleader
leader,
etc
that
you
can
see
and
point
to
and
actually
to
your
point
about
AMAs.
A
B
Jack,
that's
very
similar
to
what
how
we
structure
our
AMAs.
We
have
a
Google
Doc,
that's
shared
beforehand
and
anyone
can
put
in
a
question
over
whatever
time
zone
you
are
and
the
we
go
through.
The
agenda
from
to
bottom
threw
the
question.
So
whatever
question
was
added.
First,
that's
the
question
we
start
with,
and
then
people
also
in
addition
to
talking
over
the
question
and
their
response.
They
also
put
their
notes
in
the
doc
so
that
anyone
who
wants
to
see
hey
what
was
the
answer
to
Emily's
question.
B
A
Love
it.
The
the
former
teacher
me
loves
that
it's
great
that's
a
lot
of
options
for
people.
That's
awesome.
Let
me
know
I
feel,
like
we've
covered
a
lot
of
this
already,
but
I
want
to
get
people
an
opportunity
to
talk
to
the
parts
that
maybe
they
haven't
yet,
let's
license
and
get
lab
our
values,
driven
organizations
and
both
have
established
values
that
they
take
very
seriously
and
speak
about
off
and
I.
A
Think
you've
both
talked
about
transparency,
authenticity,
intention,
timeliness,
etc
already,
but
I
want
to
give
you
an
opportunity
to
talk
about
now:
use
your
values
as
an
organization
to
foster
a
strong,
remote
culture
and
then
map
the
work
that
employees
are
doing
back
to
those
values.
If
that
makes
any
sense
and
either
one
of
you
can
start,
it
doesn't
matter
to
me,
go
ahead.
B
Emily
great
Thank,
You
Nora,
so
we
have
six
values:
a
cute
lab.
They
spell
out
credit
credit,
so
collaboration
results,
efficiency,
diversity
and
inclusion,
iteration
and
transparency.
Those
are
our
six
values
and
we
spend
a
lot
of
time
working
these
into
our
day-to-day
workflows.
So
you
know
when,
in
the
handbook
which
we
have
where
we
have
all
this
information
online,
we
not
only
have
our
six
values,
but
we
call
sub
values
and
really
these
are
ways
of
saying
how
do
we
put
this
into
into
practice?
So,
for
example,
under
collaboration,
we
say
short
toes.
B
You
don't
need
to
be
worried
about
stepping
on
everyone's
toes.
If
you
see
a
problem
fix
the
problem,
you
don't
need
to
ask
for
permission
to
do
it.
We
talk
about
results,
we
talk
about
bias
to
action,
and
so
we're
actually
absolutely
in
these.
These
six
values
become
the
framework
by
which
we
make
a
lot
of
our
decisions.
So
you
see
that
throughout
our
work-
and
you
see
it,
people
are
citing
it
when
they
make
decisions
in
writing.
B
So
one
of
the
things
when
you
shift
towards
async
communication
is
that
it's
not
enough
to
just
say:
hey,
we
decided
to
do
X,
it's
really
important
to
say
we
decided
to
do
X
because
and
help
people
understand
how
you
got
to
that
decision.
It's
gonna
make
things
go
much
more
quickly.
If
everyone
can
understand
the
reasoning,
private
and
you
see,
people
cite
our
values
in
network,
we
reinforce
it
through
a
thanks
channel
that
we
have
in
slack
where
people
are
thinking.
B
They're
team
members
for
collaboration
on
a
new
project
that
popped
up
or
for
getting
them
out
of
a
bind
you're,
making
something
more
efficient
or
whatever
it
is
for
working
through
our
values
and
the
really
probably
my
one
of
my
favorite
ways
that
we
reinforce
it
is
through
our
discretionary
bonuses
that
get
left.
So
we
have
a
program
where
team
members
can
nominate
each
other
for
discretionary
bonuses
and
the
threshold
for
that
is
really
low.
If
I
see
Jack,
crushing
it
I'm
gonna
send
Nouri
a
DM
on
slack
like
hey.
B
Jack
is
really
our
results,
value
by
being
a
phenomenal
host,
really
making
sure
our
guests
have
incredible
information
in
the
webinars
they
attend
and
that's
it.
The
manager
is
gonna
submit
that
discretionary
bonus
if
they
agree
with
it,
and
then
we
celebrate
it
as
a
company
in
a
team
members
update
channel
where,
when
the
discretionary
bonus
is
awarded,
we
make
a
general
announcement
and
it
is
so
exciting
to
reinforce
these
values
through
the
discretionary
bonus,
but
also
to
celebrate
your
team
members
for
really
doing
that.
A
C
Of
all
Emily
I
love
your
passion,
so
I'm
gonna
say
that
again
and
again
we
have
five.
We
have
five
values,
carrying
authenticity,
customer
obsessed,
inclusive
and
challengers
and
I
think
the
way
we
lift
them
is
really.
You
know,
I
really
believe
as
leaders.
If
leaders
don't
model
these
behaviors,
it
doesn't
matter
but
also
bottom-up.
So
we
have
a
very
cool
ceremony.
We
actually
took
it
from
from
our
day
to
day
that
didn't
use
to
be
a
remote
and
put
it
on
remote,
hence
called
the
sizzle.
This
is
all
is
a
tradition.
C
It
came
from
a
merger
of
the
periscope
data
team.
We
had
whiskey
Wednesday
or
Friday,
but
we
called
it
a
sizzle
and
what
it
does
is
the
best
shares
announcements.
You
know
to
the
entire
office
about
you,
know,
promotions
and
you
joiners,
and
then
it
also
has
peer
awards
that
are
based
on
our
values
and
then
you
get
to
spin.
If
you
were
nominated
spin,
you
know
a
wheel
and
get
a
prize
for
being
selected,
which
is
really
awesome
and
also
we
share
customer
quotes,
which,
maybe
you
know
I
said
we're
a
customer
obsessed.
C
That's
super
important
for
us
as
well,
so
as
it
relates
to
the
values,
I
think
it's
really
making
sure
you
attention
to
them
and
you
act
in
that
spirit
and
every
action
you
take
in
every
decision
you
do
and
in
every
decision
you
don't
take
right
people
everyone's
looking
and
and
especially
at
the
leadership
team,
adding
each
other
making
sure
they're
accountable,
I,
really
like
the
bonus
piece
and
I
think
you
know
sort
of
sparked.
You
know
an
idea
in
my
mind
and
I
think
we're
gonna.
Look
at
that
as
well.
C
We
have,
of
course,
the
kudos
Channel
and
you
know
we
have
all
our
beautiful.
You
are
G's
that
are
continuing
to
be
very
active,
but
I
think
the
program
that
Emily
talked
about
I'm
gonna,
look
at
as
well
and
making
it
more
tangible
and
maybe
more
ongoing
and
dynamic,
I
think
there's
something
about
the
real-time
sort
of
dynamic
nature
of
doing
things.
That's
really
really
important.
So
thanks,
Emily
I'm
gonna
be
looking
into
that
as
well.
Yeah.
A
B
A
And
also
you
had
Murray,
you
mentioned
that
we
have
the
kudos
channel
on
the
slack
and
then
in
the
when
we
had
the
in-person
office
is
an
Israel
office.
We
have
these
monitors
around
the
office
and
they
would
just
show
random
kudos
that
people
have
gotten
recently.
It's
just
a
fun
way
to
be
like
that's
that's
that
person
so
you're
right
there
I,
don't
really
know
that,
but
there's
a
story
about
that.
Maybe
I
asked
about
it
or
or
whatever
it's
like.
A
Oh,
it's
cool
that
this
person
went
the
extra
mile
for
somebody
else,
yeah
yeah,
all
right,
so
that
pretty
much
brings
us
to
the
end
of
our
prepared
section.
However,
we've
already
started
getting
some
questions
in
from
the
audience.
So
if
there's
anybody
else
out
there,
who
has
questions,
definitely
go
ahead
and
drop
it
in
the
Q&A
box,
but
for
now
this
is
really
interesting.
One
because
I
know
we've
done
this
at
size
since,
but
I
want
to
hear
both
of
you
talk
about
it.
A
B
So
my
one
of
my
greatest
colleagues,
a
cute
lab,
actually
was
my
manager
who
hired
me
into
the
team.
Two
years
ago,
Taylor
Murphy
I,
maybe
spent
three
weeks
total
over
the
last
two
years
with
him
in
person
between
our
two
contributes
and
conference
that
we
intended
attendance
together.
But
you
know
he
is
a
great
friend
of
mine
and
we
talk
about
not
just
work,
but
you
know
all
the
things
you
talk
about
socially,
so
it
does
require
intentionality.
B
It
is
more
work
to
figure
out
how
to
do
it,
but
it
can
be
done
so
we
have
a
get-together.
Every
nine
months
called
get
lab
contribute
this
spring.
Ours
was
cancelled,
unfortunately,
but
it
we
spend
about
a
week
together
in
one
place
and
it's
not
death
by
PowerPoint
about
half
the
time
you
spend
exploring
the
local
area
and
the
other
half
of
the
time
we
spent
in
an
unconference
session.
B
So
just
kind
of
talking
about
things
that
people
are
interested
in
and
you
walk
out
of
that
session
with
a
really
powerful
relationship
with
people
and
I.
Think
when
you
are
not
going
to
see
each
other
for
the
next
eight
and
a
half
you've
established
the
foundation
on
which
you've
built
those
personal
relationships,
I.
C
Love
that
I
think
what
we
did
is
actually
very
fast.
I
was
shocked
by
it
immediately
took
all
our
wellness
classes,
so
on
this
webinar
there's
actually
a
global
meditation
going
on
that
I
cannot
attend.
We
did
all
the
Zumba
classes
and
the
bootcamp
classes
immediately.
A
lot
of
our
people
started,
sharing
their
superpowers
so
doing
master
class
sessions
on
superpowers
right.
So
we
have
that
going
as
well
and
we
have
chopped
competitions.
We
had
a
trivia
night.
We
actually
had
a
lot
to
the
point
where
it
was
like.
C
Oh
that's
a
lot,
so
the
whole
thing
is
really:
how
do
you
pasted
and
rhythm?
It
was
not
the
right
way,
but
I
think
that's
one
of
the
most
beautiful.
You
know
things
that
sort
of
came
up.
You
know
how
quickly
we
transition
from
our
in
office.
You
know
social
interactions
to
doing
it
over
zoom
and
funny
enough.
You
know
I
did
over
the
first
week
very
quickly.
I
did
work
from
home
sessions,
you
know
tips
and
tricks
to
around
400
people,
it's
I
sense
and
what
was
really
beautiful
in
these
moments?
C
Is
you
see
like
a
hundred
people
in
the
connection
sort
of
comes
to
place,
so
I
think
you
just
need
to
be,
as
Emily
said
intentional
about
it,
and
people
want
that
people
need
that.
We
are
all
you
know.
One
of
our
basic
needs
is
human
is
social
interactions,
so
there
are
lots
of
things
other
than
these
sort
of
sessions,
and
all
these
things
that
you
would
do
socially.
The
other
thing
is,
you
know:
Emily
mentioned
the
coffee
chat.
You
started
using
the
donut.
C
I
has
donut
meetings,
don't
a
dates
with
two
people
already
and
was
reading
a
fun
and
great,
so
yeah
don't
give
that
one
up
I.
Think
a
lot
of
companies
are
to
be
really
good
at
putting
that
together.
Don't
give
it
up
put
time,
even
if
you
don't
feel
like
that,
do
it
you'll
feel
way
better
afterwards
and
it
is,
it
is
really
really
possible
to
create
connections
and
real
connections
even
over
soon.
You
know.
So
that's
that's
my
sentence
on
this
thing.
Oh.
A
Hundred
percent
the
the
remote
exercise,
classes
super
fun
and
engaging,
and
it's
it's
it's
fun
to
hear
like
the
instructor
call
people
out
in
their
own
living
rooms
and
then
the
zoom
box
flashes
up.
You
see
the
personally
sweating
they're
like
trying
to
bang
out
a
few
more
raps
and
a
couple
weeks
ago,
I
was
on
a
call
of
some
people
who
I
work
with
pretty
regularly,
but
we
stayed
on
the
call
a
little
later
we
were
chatting
I
was
like
god.
Why
don't
we
like
do
this?
A
We
talked
about
work
but
in
a
sort
of
a
more
abstract
way
where
it's
like
these
people
understand
my
daily
challenges
in
a
way
that
even
my
close
friends
and
family
don't
because
they're
doing
it
eight
nine
hours
a
day
with
me
anyway,
even
if
I
tell
my
friends
and
family
about
my
struggles
like
oh
yeah,
I
have
to
do
that
to
have
all
the
background.
They
don't
know
all
the
different
players
and
politics
and
different
sort
of
things
that
are
going
on.
A
So
when
we
were
having
our
happy
hour
ketchup,
we
could
really
like
do
a
little
emotional
labor
for
each
other.
Like
betta,
oh
I.
Remember
that
project
yab
so
glad
we
got
through.
That
was
really
great
for
either
dude
x
and
y
and
z
thing
and
then,
of
course,
we
talked
about
how
are
the
kids,
what
activities
you're
still
doing
when
you're
watching
etcetera,
but
I'm
really
interested
from
almost
like
a
sociological
standpoint
like
I've
done
also
just
happy
hours
with
my
other
friends
and
family
and
zoom
calls
and
stuff.
B
Think
that's
a
great
question:
I'll
tell
you
my
little
cousin
had
her
third
birthday
this
weekend
and
she's
in
Brazil.
That's
where
my
family
is
and
normally
you'd
be.
Like
I'd
see
the
pictures
afterward,
oh,
how
cute
like
you
know,
but
instead
nobody
could
go
to
her
birthday
party,
so
her
British
zoom
room
and
we
all
got
to
participate.
B
C
Yeah,
it's
exactly
what
you
said:
Emily
I
think
we
should
make
it
our
attack
Jacqueline.
If
I
remember
it
correctly.
The
remote
work
upgrade
I.
Think
it's
a
yes
I
think
the
remote
life
upgrade
that
we're
all
experiencing
right.
We
celebrate
Passover
and
the
migrants
are
alone
in
Israel
and
we
all
connected
over
zoom.
It
was
so
bizarre
and
we
never
did
that
in
the
past.
C
Even
avi,
thanks
for
like
eight
years
so
I
think
families
are
now
sort
of
forced
because
of
the
situation
to
connect
in
a
deeper,
a
different
way
and
a
lot
of
I've
heard
someone
saying
you
know
everyone's
wishing
one
another
you
know
get
back
to
normal
and
someone
was
saying
no
I
don't
want
us
to
get
back
to
normal.
I
want
us
to
take
all
the
key
learnings
we've
had
from
this
situation
and
sort
of
improve
it
and
enhance
our
normal
to
become
more
human.
More
connected,
you
know
more
balanced,
maybe
so
yeah.
That's.
A
Awesome
another
question-
and
this
was
something
I
was
thinking
about
earlier
in
this
conversation
in
terms
of
size,
fellow
size,
sensors
and
where
we
all
are
forget
lab,
but
I
think
we
all
talked
about
this.
Do
you
encourage
people
who
live
in
the
same
city
to
get
together
and
like
share
time?
The
question
says
that
somebody's
house,
a
co-working
space
but
I
even
just
mean
like
anyway,
anyway,
face-to-face
time,
clearly
not
now
with
the
virus
going
around.
But
was
this
a
thing
that
you
all
talked
about
before
there.
B
Are
a
couple
geographies
where
we
have
clusters
of
team
members
like
around
Utrecht
in
the
Netherlands
and
around
Austin
Texas
and
Portland
Oregon
and
like
Denver,
Colorado
yeah,
so
where
there
are
those
clusters?
What
you'll
see
if
there
is
a
lot
of
like
monthly
co-working
days,
where
get
level
action
paid
for
a
co-working
space?
And
we.
D
B
Together,
we
also
do
we
have
a
holiday
party
benefit
where
team
members
who
get
together
around
the
holidays
can
extend
some
portion
of
that
or
all
of
that
and
that
encourages
people
to
build
relationships.
Sometimes
you
wouldn't
be
willing
to
drive
two
hours
on
a
regular
Tuesday
night,
but
you
might
be
willing
to
drive
two
hours
for
your
once
a
year
holiday
party
and
even
if
you're
a
little
bit
far
from
people
you
do.
You
know
that
that
additional
FaceTime
is
really
nice.
When
you
get
the
upper.
A
C
B
A
A
C
I
have
one
eye,
you
know
as
a
leader,
I
travel
a
lot.
That's
one
of
my
favorite
parts
to
meet
people
around
the
world,
so
I
travel
a
lot
and
I
also
commute
into
the
city
at
least
then
takes
me
around
two
and
a
half
hours
every
day
and
I
think
that
one
thing
that
I'm
getting
now
is
time
with
my
family
and
I've
got
to
take
teenagers.
They
don't
really
want
to
be
around
me,
but
now
they
have
no
choice
so
having
this
time
you
know
seeing
them
not
traveling
as
much.
C
B
So
my
personal
circumstance
is
that
my
partner's
job
requires
us
to
move
a
lot
and
I've
spent
the
last
couple
of
years
moving
to
follow
his
career
opportunities,
because
I've
been
lucky
enough
to
have
the
career
I
want
from
the
other
side
of
a
zoom
call
and
ride,
meet
new
people
and
have
opportunities
and,
as
we
move
to
follow
the
opportunities
for
his
career,
those
doors
aren't
being
closed.
For
me
and
that's
my
case:
what
can
we
do
for
the
whole
world
when
we
say
it
doesn't
matter
where
you
live?
You
still
have
the
opportunity.
D
B
A
Yeah,
on
a
personal
note,
like
are
you
somebody
who
likes
to
move
around
explain
a
lot
of
different
locations
like
I
mean
I
lived
in
New
York,
the
last
six
seven
years
and
I've
lived
in
like
eight
or
nine
different
apartments,
and
that's
probably
statistically
high
for
New
York,
but
New
York
is
because
New
York
is
not
a
place
where
you've
lived
in
the
same
apartment
for
ten
years,
but
yeah.
What's
your
personal
experience
with
that,
so.
B
D
A
B
A
B
Am
I,
like
is
I,
read
a
book
and
I
pass
it
on.
Don't
move
all
these
books
on
the
shelf,
there's
only
one
shelf
of
like
my
favorite
books.
A
lot
of
these
for
my
to
be
read,
pile
or
belong
to
my
husband,
and
so
the
the
vast
majority
here
are
not
things
I've
read
because
I'm,
probably
not
gonna,
read
90%
of
them
again.
So
why
not
give
it
a
new
life
and
I?
Don't
know
that
I
would
have
developed
that
if
I
didn't
have
to
move
all
the
time
pretty.
A
B
Mean
if
anyone's
got
I
think
that
the
best
solution
is
like
just
push
to
asynchronous
work
so
that
time
zones
never
least
amount
possible,
but
sometimes
you
do
need
to
get
on
an
audience
and
what
we've
taken
to
do
a
lab
is
when
something
comes
up
where
even
just
a
mas
that
we
do
now
on
important
things.
We
do
all
the
things
I
talked
about
earlier,
so
you
have
a
Google
deck.
Anyone
consider
a
Google,
Doc
people
submit
questions
beforehand.
B
D
B
Friendly
times
and
one
in
a
PAC
friendly
time,
so
it's
like
where
I
am
in
the
u.s..
It
would
be
like
early
in
the
morning
and
late
in
the
day,
and
that
gives
us
coverage
of
almost
all
of
our
team
members.
We're
covering
like
a
time
that
ninety
percent
of
people
would
work
in
regular
working
hours
and
that
helps
but
time
zones
are
definitely
the
hardest.
D
C
Regardless,
if
you're
Mason
office
or
not
that's
been
one
of
our
biggest
struggles,
you
know
and
as
a
person
who's
been
working
on
like
at
least
four
time
zones
for
the
last
15
16
years
of
my
career.
You
just
need
to
make
work
right,
and
you
know
it's
funny.
You
start
learning
all
the
translations.
How
is
this
is
10?
What's
there
was
there
and
I
think
giving
multitude
of
options
to
people
is
really
the
only
way
to
solve
it,
and
if
you
need
to
cater
be
interactive
with
Sophie
time
zones.
C
You
just
need
to
stretch
yourself.
It
is
harder,
but
the
upside,
the
upside
of
linking
in
multiple
times
those
you
get
meet.
Such
amazing
people
from
different
culture
and
I
am
so
curious
about
people
and
I
love
people
that
bloom
in
my
profession.
Obviously
you
know
the
ability
to
interact
with
people
from
different
cultures.
It's
just
so
awesome
is
so
reaching.
It
comes
with
a
price
tag
like
everything
in
life
called
time
zones
right
did
I
make
it
work
as
much
as
we
can
yeah.
A
Pretty
pretty
early
on
when
I
started
at
size
cents
might
hurt
my
ball,
so
I've
reported
directly
to
was
in
Israel
and
in
her
boss
was
in
New
York
and
that
person's
bonus
was
in
Israel.
So
I
set
my
I'm
a
Google
Calendar
guy
in
my
personal
life
and
it
work
I.
If
it's
in
the
Google
Calendar
I
will
do
it.
If
it's
less
like
jump
off
a
cliff
at
10
o'clock,
I'm
like
I
gotta,
go
jump
off
this
cliff.
It's
in
my
calendar,
I
gotta!
Do
it,
but
I
found
you
can
set
it.
A
So
you
can
see
two
different
times
on
side
by
side,
so
I
have
I,
had
New,
York
and
Israel,
and
then
we
merged
with
periscope.
And
now
we
have
a
say,
Francisco
office
I'm,
like
okay
I'm.
Just
to
do
that
one.
My
son,
we're
just
gonna,
do
that
math,
but
as
a
team
we
decided.
Okay,
we're
gonna
have
specific
time
that
we
prioritize
to
be
online
early
or
stay
online
late.
So
just
like
you
were
talking
Emily.
So
we
have
that
cross
over.
A
A
It's
been
optional
all
week
and
the
numbers
are
staying
high
people
want
to
have
these
moments
even
for
15
minutes
just
to
check
in,
but
it's
the
very
early
for
West
Coast
early
morning
for
East
Coast
and
then
end
of
the
day
for
Israel,
but
the
Israel
people
are
still
checking
in
because
they're
like
this
is
good,
but
you
know
I
agree
time.
Zones
are
troublesome.
A
A
Do
either
of
you
have
like
sort
of
specific
time
management
schemes
you
like
to
use,
while
working
one
that
I've
read
about
recently,
is
called
the
Pomodoro
method,
which
is
like
these
25-minute
chunks
and
they
get
five
minutes
off
or,
however,
you
want
to
structure
it
and
do
for
people
who
work
like
you
know
from
your
in
person
to
your
office,
but
your
I'm,
sorry,
your
o8
office,
to
your
in-home
setup.
Do
you
use?
Did
you
use
like
different
time
management
working
from
home
versus
in
an
office?
C
I
tried
block
lunch,
even
30
minutes,
just
on
topic
and
sort
of
get
up,
get
open,
get
up,
yeah
I
do
I
mean
it's
not
a
time
whenever
I
feel
my
mood
is
dropping
a
little
bit
I
need.
If
he
put
on
music
and
I
started,
you
know,
I
saw
I.
Did
that
I
actually
wasn't
a
good
mood,
but
I
did
that
before
the
webinar
as
well.
C
You
know
I
just
believe
in
that,
so
I
try
and
put
like
little
music
poses
and
I
play
with
it
like
I
put
chill
music
and
I
put
dance,
music
and
I.
I
really
think
we
need
that
going
because
you
know
it's
hard.
It's
hard
you're
in
front
of
a
screen,
12
hours,
so
putting
in
breaks,
is
really
important.
Also
stretching
I
bought
a
roller
for
fall.
C
C
No,
there,
no
silver
bullets,
you
know,
I,
don't
managements
hard,
just
make
sure
you
put
in
self-care,
because
one
of
the
things
like
I
do
with
music
like
I,
do
with
breaks
like
I
do
with
the
exercise,
because
otherwise
you
just
it's
really
we're
in
the
perseverance
stage
and
I
think
the
perseverance
is
what
we
really
need
to
be
intentional
about
so
build
that
into
your
schedule
and
protected
doesn't
need
to
be
long.
It's
not
about
length
it's
about
frequency
and
it's
about
booking
time
for
it.
Yeah.
B
D
B
Of
brain
dump
you
like
here
are
the
things
that
need
to
get
done,
and
here
are
things
that
popped
up
over
the
course
of
the
day
and
I
prioritize
them
for
the
next
day.
So
when
I
get
to
my
desk,
there's
no
like
oh,
what's
the
most
important
thing,
it's
like
I
know
what
the
most
important
thing
to
get
done
is
and
if
only
that
one
gets
done
well,
like
I
worked
on
the
most
important
thing.
That's
that
would
be
my
number
one
and
then
my
number
two
is
really
distinguishing
between
personal
and
professionals.
B
B
D
A
All
right,
I
love
that
I'm
a
big
on
sanctity
of
place
back
when
I
go
to
these
places.
I
was
an
avid
jutsu
practitioner,
and
so
the
gym
Academy
was
very
special
space
for
me
and
that's
like
where
I
knew
I
was
there
for
a
specific
reason
did
know
when
I
would
lift
weights
like
I
was
in
a
specific
place
for
a
specific
reason:
I
live
in
a
studio
apartment,
so
there's
nothing
I
can.
B
C
A
Yes,
okay,
so
thanks
for
joining
us
in
our
second
installment
everybody,
especially
to
our
two
guests,
and
you
should
see
everybody
attending-
should
see
a
quick
little
survey
in
the
chat
box.
We
really
appreciate
you
taking
the
time
to
provide
us
with
a
little
feedback.
It's
just
a
few
questions.
It
should
take
you
less
than
two
minutes
until
next
time,
I'm
Jack
says
lack
Emily
and
degree.
Please
go
ahead
and
say
goodbye
to
our
audience.
These
folks.