►
From YouTube: Darren Murph (GitLab) at RemoteCon by How to Web
Description
A remote work advocate and Guinness World Record-holding journalist, Darren Murph spent his career leading remote teams. As GitLab’s Head of Remote, Darren works at the intersection of culture, operations, people, talent branding, marketing, and communication.
He holds a Guinness World Record in publishing, and authored GitLab’s Remote Playbook and “Living the Remote Dream: A Guide To Seeing the World, Setting Records, and Advancing Your Career.
In this video, Darren shares his insights on the leadership perspective when managing remote teams.
More details about the event you can find here ►► https://www.facebook.com/events/251519899485721/
You can re-watch the other RemoteCon recordings here ►► https://vimeo.com/howtoweb
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Subscribe to our channel here ►► https://www.youtube.com/c/HowToWebConf
ABOUT REMOTECON
RemoteCon by How to Web is the first European online technology conference dedicated to remote work. This edition gathered world-renowned experts in the field of technology and innovation such as: Jason Fried (Basecamp CEO and author of bestsellers "Rework", "Remote: office not required" and "It doesn't have to be crazy at work"), Darren Murph (Head of Remote at GitLab), Andreas Klinger (Remote advocate at CoinList and AngelList, former CTO of Product Hunt and founder of the Remote First Capital, an investment fund focused on remote work solutions), Bretton Putter (organizational culture expert, founder and CEO of CultureGene and author of “Culture Decks Decoded”), David Darmanin (Hotjar CEO) and Sheeba Varghese (leadership expert for remote teams), among others. The full list of speakers, as well as the agenda of the event is here: https://www.howtoweb.co/remotecon/.
ABOUT HOW TO WEB
How to Web is a leading European startup & tech conference based in Bucharest, Romania, where 2200+ founders and startup-minded operators and developers gather to get inspiration, knowledge and opportunities. Started in 2010, it is one of the earliest influential European startup events, which has accelerated the adoption of the startup culture in CEE & Romania.
A
I've
worked
my
entire
career
across
the
spectrum
of
remote
I've
worked
in
co-located
spaces,
I've
worked
in
hybrid
remote
environments
and
now
I
get
lab
in
an
all
remote
environment.
So
I
have
seen
remote
evolve
over
15
years.
It
is
much
easier
now
than
it
used
to
be,
but
obviously
we're
in
an
interesting
situation
as
a
world,
and
many
people
have
been
thrust
into
remote
and
they're.
Looking
for
advice
on
how
to
do
this
well
and
how
to
thrive
in
such
a
setting.
A
One
thing
I
want
to
touch
on
before
we
dive
in
I
authored
the
remote
playbook
for
get
lab,
and
so,
if
there's
anything
today
that
you
missed-
or
you
want
to
learn
more
about
just
Google
remote
playbook
from
get
lab
and
you'll,
be
able
to
download
this
where
we
have
cataloged
all
of
our
best
insights
to
set
the
tone,
we
don't
view
remote
as
a
challenge
to
overcome,
however,
being
forced
into
remote
through
a
foreign
factor
such
as
Cova
19,
definitely
complicates
things.
I
wanted
to
cover
a
few
remote
realities.
A
What
we're
dealing
with
right
now
as
a
society
actually
isn't
remote.
This
is
crisis
induced
work
from
home,
which
is
very
different
than
an
intentionally
structured,
remote
atmosphere.
Ambiguity
is
going
to
have
to
be
okay
teams
and
leaders.
Right
now
are
dealing
with
variables
that
we
could
have
never
saw
coming
six
months
ago,
and
it's
really
important
as
leaders
to
acknowledge
this
and
recognize
that
we're
all
iterating
we're
all
figuring
this
out
as
we
go
home,
looks
different
for
everyone.
A
If
you're
working
with
teams
that
you're
used
to
working
with
in
an
office,
you
have
to
realize
now
that
everyone
home
looks
different,
the
connectivity
is
different,
their
family
situation
is
different,
even
the
size
and
space
of
their
workspace
is
different,
and
finally,
some
good
news
here.
This
is
indeed
a
transition.
There
was
a
beginning,
there
will
be
an
end
and
we
are
very
much
in
the
middle
there's
a
lot
we
can
do
in
this
middle
to
make
ourselves
and
our
teams
stronger
on
the
other
side
wouldn't
touch
touch
briefly
on
the
heart
of
remote.
A
Why
do
we
care
so
much
about
remote
and
why
do
I
care
so
much
about
remote
personally,
I?
Think
remote
is
the
best
way
to
get
genuine
authentic
diversity
in
your
team
again
lab.
We
have
people
in
over
65
countries
and
we
don't
ask
them
to
relocate,
and
so
each
day
I
get
a
glimpse
of
Copenhagen
and
a
glimpse
of
Kenya
and
New
Zealand
and
North
Dakota,
and
all
of
these
amazing
places
around
the
world
and
these
people
are
able
to
stay
there
and
bring
their
authentic
selves
to
work.
This
is
also
huge
for
inclusivity.
A
It
gives
parents
and
caregivers
military
spouses
introverts
nomads.
All
of
us
are
on
a
level
playing
field
now
and
lastly,
remote
is
empowering.
It
gives
you
freedom
and
autonomy
to
live
and
work
where
your
soul
is
most
fulfilled
and
when
people
are
empowered
to
do
this,
they're
going
to
give
the
most
back
to
the
company.
A
The
second
and
third-order
impacts
of
this
great
remote
migration
are
immense.
This
has
the
power
to
completely
reshape
cities,
and
it
will
reaaargh
attacked
how
city
planners
think
about
bringing
economic
income
into
these
cities.
Instead
of
trying
to
convince
the
corporate
to
build
a
skyscraper,
you
simply
build
a
really
livable
town,
build
great
connectivity
infrastructure
and
then
allow
folks
to
bring
their
own
jobs
to
those
cities.
This
also
helps
solve
the
housing
crisis.
Imagine
if
all
of
the
vacant
office
buildings
are
converted
into
living
spaces.
The
real
estate
is
already
there.
A
A
One
of
the
touch
briefly
on
three
core
foundational
elements
and
we'll
get
into
these
in
the
QA,
but
workspace
in
mindset
are
the
three
core
areas
that
really
have
to
work
in
sync
for
remote
to
work.
Well,
mindset,
probably
being
the
most
important,
especially
today
we
have
the
tools
and
technologies.
We
need
to
work
remotely.
What
we're
missing
in
some
areas
is
the
culture
to
go
along
with
it
and
the
trust
to
go
along
with
it.
We
have
to
remember
that
remote
doesn't
happen.
A
A
Think
you're
gonna
see
a
lot
more
of
these
in
the
coming
years,
and
that's
because
teams
right
now
who
have
realized
that
remote
will
become
a
core
part
of
who
they
are,
as
a
company
they're
recognizing
that
there's
a
lot
of
nuance
to
doing
this
right
and
you
can't
just
tack
this
on.
As
a
line
item
to
someone
else's
job
responsibilities,
you
really
need
people
a
person
or
team,
putting
intentional
effort
on
thinking
through
all
of
the
layers.
What
does
process
and
policy
look
like?
What
does
inclusion?
Look
like
what
does
informal
communication?
A
Look
like
you're,
fundamentally
changing
the
architecture
of
how
your
company
runs
and
a
leadership
team
looking
into
those
nuances
will
go
a
long
way.
The
second
is
to
establish
a
handbook,
get
lab
works
handbook.
First,
we
try
to
answer
every
question
with
a
link,
and
this
gives
our
remote
team
a
single
source
of
truth
to
find
everything
related
to
process
and
policy.
If
you're
not
into
documentation,
you
will
struggle
as
a
remote
team
in
a
remote
leader,
as
I
mentioned,
we
believe
that
every
answer
should
be
a
link.
A
So
if
someone
asked
me
a
question
and
I
can't
point
them
to
a
place
in
the
handbook
to
find
the
answer,
it's
my
responsibility
to
find
the
answer
put
it
in
the
handbook
and
therefore
anyone
who
asked
that
same
question
going
forward
will
have
a
link.
This
is
why
get
labs
handbook
is
over
5,000
pages
today,
highly
searchable
highly
documented.
We
want
to
make
sure
that
we
pay
it
forward
whenever
we
learn
new
information.
A
We
want
to
document
it
in
a
way
that
it
makes
it
makes
it
more
easy
and
inclusive
for
someone
to
find
that
information
going
forward.
We
use
swag
very
differently.
We
expect
we
expire
our
slack
messages
after
90
days,
and
this
usually
conjures
up
quite
the
interesting,
curious
reactions
of.
Why
do
we
do
this?
We
like
to
use
slag
for
informal
communication.
We
have
a
parenting
channel,
for
example,
where
parents
from
six
continents
can
converse
amongst
each
other
of
hey.
How
are
you
homeschooling
your
kids
during
this
age
of
kovat?
We
have
mental
health
channels.
A
We
have
a
daily
gratitude
channel.
We
just
want
to
create
an
atmosphere
where
people
can
talk
we're
humans
first
in
colleagues.
Second,
and
if
you
use
psych
primarily
for
work,
it
tends
to
be
this
anxiety
inducing
sea
of
red
bubbles.
This
unread
message
pool
that
you
never
really
can
get
out
of,
and
we
want
to
make
sure
that
doesn't
happen.
A
Every
meeting
must
have
an
agenda.
This
isn't
super
difficult,
but
it
is
one
of
the
interesting
elements
of
our
meeting
hygiene
I
get
lab.
We
make
sure
that
every
meeting
has
an
agenda,
so
people
can
contribute
in
advance
and
can
read
up
on
what
happened
afterwards,
and
we
make
sure
that
the
meeting
organizer
takes
the
responsibility
of
merging
any
key
takeaways
into
the
handbook,
so
that
the
information
contained
in
a
meeting
is
beneficial
to
the
most
amount
of
people.
This
also
encourages
us
to
work
more
asynchronously.
A
The
truth
is
we
want
fewer
synchronous
meetings,
not
more,
and
so
making
it
difficult
to
have
them
is
a
forcing
function
to
make
sure
that
we
have
a
bias
towards
asynchronous
people.
Ask
all
the
time.
How
do
we
keep
a
global
team
of
over
1,300
people
connected?
This
is
how
we
do
it.
We
are
intentional
about
informal
communication.
If
you,
google,
get
lab
informal
communication,
you'll
find
dozens
of
options
that
we
use.
A
A
Can
we
use
some
of
our
technology
and
our
time
to
actually
connect
our
kids,
and
so
there
was
a
spreadsheet
that
was
organized
and
parents
could
find
times
that
overlapped
where
they
could
just
turn
on
the
zoom
camera
and
invite
their
kids
into
the
room,
and
then
they
can
sing
and
dance
and
show
off
toys
with
other
kids
across
six
continents
and
get
an
amazing
amount
of
cultural
exploration,
even
though
they
were
isolated.
So
this
is
living
proof
that
our
handbook
really
does
evolve.
A
Lastly,
it's
important
to
remember:
we
got
a
role
with
the
changes
for
companies
that
are
suddenly
remote.
Iteration
is
hard.
Iteration
takes
time
and
you're
not
gonna,
go
from
zero
to
mastery
overnight
and
simply
conveying
that
mindset
makes
it
a
lot
easier
for
your
team
to
relax
focus
on
the
next
step
forward.
Instead
of
biting
off
the
entire
thought
of
getting
remote
right
at
one
time,
we
have
over
40
guides
in
the
get
Lab
remote
handbook
on
how
we
do
everything
remote
Google
get
lab
remote
playbook.
A
You
will
find
all
of
those
which
I
have
authored
and
curated
one
key
takeaway
here.
I
want
to
share
with
remote
leaders
and
managers
in
March
of
2020,
we
published
our
inaugural
remote
work
report
and
the
survey
results
are
from
over
3,000
people
were
actually
taken
before
Kovan,
so
the
interesting
thing
about
this
report
is
that
it
is
not
colored
by
the
pandemic.
A
So
if
you're,
a
remote
leader
and
you're
wondering
what
makes
a
remote
worker
tick,
Google
remote
work
report
from
get
lab,
and
that
will
give
you
some
great
insights
on
why
people
love
to
be
remote
and
how
they
want
to
be
managed
and
worked
with.
And,
lastly,
just
a
reminder
that
get
labs
mantra
is
everyone
can
contribute.
All
remote
info
is
the
shortcut
to
find
all
of
our
guides.
A
B
Darren
a
thing
was,
on
my
mind:
ever
since
I
knew
that
I
had
through
today,
and
we
have
to
do
this
together
and
you
took
on
a
few
months
ago
you
became
a
visible
leader
on
remote
work.
You
are
a
leader
before
forget
lab,
but
now
you're
supporting
pretty
much
everyone.
We
are
all
tuned
into
you.
With
video
articles.
We
see
you
on
every
show
on
every
podcast.
You
share
your
insights,
get
lab
practices
the
framework
to
think
about
remote.
Your
handbook,
you
make
it
public
to
everyone.
So
I
was
kind
of
curious.
A
Was
just
something
I
felt
like
I've
waited
my
whole
life
for
this
opportunity
to
exist
and
when
I
realized
that
gitlab
was
going
to
really
invest
in
making
this
a
core
part
of
who
they
were.
The
opportunity
was
just
too
amazing
to
pass
up.
Get
lab
fundamentally,
believes
that
its
ability
to
encourage
and
proliferate
remote
first
and
all
remote
companies
is
a
core
part
of
the
legacy
that
it
will
leave.
That
is
really
really
powerful
for
a
company
that
makes
a
tool
for
collaboration
and
software
development
to
care
that
much
about
remote.
It's
very
interesting.
A
It
doesn't
natively,
go
hand
in
hand
but
said
the
founder
fundamentally
believes
that
there's
only
two
things
that
could
double
the
world's
GDP
in
its
lifetime.
One
is
artificial
intelligence
and
the
other
is
global
proliferation
of
remote
work
and
I.
Believe
that
too,
if
you
can
reach
underserved
areas
that
just
have
broadband
infrastructure,
you
can
allow
people
that
have
been
unable
to
connect
their
intelligence
to
job
opportunities.
Suddenly
they're
able
to
do
that
and
the
tools
and
technology
exists.
The
infrastructure
is
growing
at
a
rapid
rate,
and
it's
very
personal
for
me.
A
My
life
fundamentally
changed
because
of
remote,
my
wife
and
I
were
able
to
adopt
a
newborn
because
I
was
remote
and
I
was
able
to
be
where
I
needed
to
be
to
complete
this
adoption
journey
and
I
see
elements
of
this
across.
So
many
of
the
lives
of
people
that
get
lab
and
I
think
we
we
shouldn't,
be
the
exception.
We
should
be
the
norm
and
so
whatever
we
can
do
to
ensure
that
more
people
have
this
opportunity,
we're
gonna,
do
it
and.
A
Ya
know:
I
do
have
a
Guinness
world
record
in
publishing
actually
and
crazy
enough.
That
record
was
garnered
while
I
worked
remotely,
so
in
the
span
of
time
that
it
took
to
earn
that
world
record
I
traveled
to
all
50
US
states
and
over
30
countries,
which
just
goes
to
show
that
remote
isn't
a
challenge
to
overcome
remote
is
actually
an
enabler
to
do
more
than
you've
ever
thought,
while
also
experiencing
life
in
a
really
robust
way.
Tell.
B
Me
something
you
build
up
the
handbook
you
built
up
the
whole
culture
and
the
values
in
gitlab,
and
you
share
this
with
all
of
us,
but
who
are
your
bodies
with
with
which
you
bounce
off
ideas?
Where
do
you
get
your
insights
on
remote?
How
do
you
experiment
with
thoughts
before
you
put
them
in
practice?
Do
you
have
anyone
any
team
to
do
this
with
well.
A
A
That's
on
LinkedIn
as
well.
These
are
places
that
you
can
go
plug
into
and
find
people
that
are
indeed
living.
The
remote
dream
and
everyone's
story
is
so
different.
You'll
find
people
all
over
the
world
and
how
they've
embraced
remote
and
how
they've
run
into
remote
is
very
different,
and
but
it's
so
beneficial.
It's
so
rich.
The
remote
community
is
thriving
and
now
is
their
moment
so
check
that
page
out
engage
with
those
communities
and
if
you
find
another
community,
please
make
a
merge
request
to
that
page
and
assign
it
to
me
and.
B
A
Yeah
you're
seeing
you're
seeing
the
full
spectrum
of
response
to
this.
One
thing
that
I
found
very
interesting
is
that
many
companies
were
ready
for
this.
They
just
needed
something
like
this:
a
forcing
function
to
put
them
in
a
place
where
they
could
test
it
out.
What
I've
seen
is
that
all
remote
actually
works
incredibly
well.
A
I've
had
hundreds
of
conversations
with
team
leaders
with
founders
with
universities
and
the
one
thing
that
I've
seen
conveyed
more
than
any
other
is
that
to
their
surprise,
things
seem
to
be
working
fairly
well
compared
to
where
they
thought
they
would
be,
and
I
attribute
this
to
everyone
being
remote
and
I'm,
not
entirely
sure
that
everyone
recognizes
this,
but
when
an
entire
company
is
remote,
you
have
one
playing
field.
The
executives
and
the
interns
are
communicating
across
the
same
medium.
No
one
has
an
advantage.
There
is
no
epicenter
of
power,
there's
no
epicenter
of
culture.
A
Everyone
is
remote,
so
they're
all
on
the
same
playing
field.
That
seems
to
work
really
well,
even
in
quarantine,
even
in
isolation,
even
with
no
planning
of
preparation,
people
are
really
adaptable.
I'm
actually
really
proud
of
society.
For
being
as
adaptable
as
they
are
and
being
agile,
I
think
the
great
reckoning
is
going
to
come
from
companies
that
decide
what
do
we
go
back
into
the
office,
because
if
this
this
is
working
well
without
an
office?
A
Are
we
going
to
introduce
new
variables
and
challenges
if
some
people
go
back
and
some
people
don't
so
the
key
takeaway
that
I've
seen
is
that
all
remote
works
really
well.
In
the
United
States
alone,
roughly
5%
of
the
population
worked
at
home
by
default
prior
to
Copeland,
and
now
that's
up
past
60%
and
I.
Think
that
there's
opportunity
for
this
to
become
really
enriching
and
rewarding
once
travel
opens
back
up,
because
you
have
to
remember.
A
People
are
working
from
home
right
now,
but
what,
if
their
home,
isn't
amenable
to
remote
what
if
they
would
rather
go
to
a
co-working
space
or
an
external
office
or
a
community
co-working
space
where
they
can
actually
be
around
people
and
build
community?
If
it's
working
well
now,
just
imagine
what
it's
going
to
work
like
when
we're
not
in
global
isolation.
Yeah.
B
I'm,
seeing
the
reverse
as
well,
companies
who
or
forcing
employees
all
over
the
world
to
go
back
to
work,
even
if
the
legislation
in
that
place
doesn't
allow
it
yet,
and
then
you
have
a
debate
as
well,
but
talking
about
leadership,
we
have
seen
a
new
have
seen,
and
you
know
how
to
judge
remote
leadership
better
than
we
do.
We
have
seen
governments
working
remote.
We
have
seen
institutions
working
remote,
we
have
seen
educational
places.
What
are
your
thoughts
and
how
would
you
look
through
your
lenses.
A
Yeah
I
joined
a
panel
a
couple
of
weeks
ago
on
NPR,
and
there
was
a
caller
that
joined
and
said:
hey
I
worked
for
a
government
institution,
we've
been
forced
remote
because
of
kovat
and
I've
never
been
happier
in
my
professional
career.
I.
Don't
have
the
ideal
workspace.
My
computer
is
pretty
old,
I,
don't
have
an
ideal
broadband
connection,
but
despite
all
of
that,
the
ability
to
be
home
the
ability
to
bypass
a
commute,
the
ability
to
drop
the
office
politics
and
the
facade.
A
All
of
that
has
meant
so
much
to
me
that
I
never
want
to
go
back
into
the
office
and
we've
seen
productivity
up
across
the
board.
Apparently,
this
is
working
even
though
we
weren't
prepared
for
it,
and
yet
my
manager
just
sent
out
a
memo
that
as
soon
as
we
can,
people
are
going
to
ask
to
come
back
into
the
office
and
I
think
this
is
a
major
misstep
from
governmental
institutions.
A
If
things
are
working
well
remotely
now
is
the
moment
to
double
down
on
building
that
remote
infrastructure
of
building
remote
policies
and
making
this
a
core
part
of
the
operational
strategy
going
forward.
Real
estate
is
a
massive
expense
and
there's
massive
demand
for
real
estate,
for
example,
skyscrapers
in
major
cities
of
the
world.
If
all
of
them
that
had
offices
immediately
became
apartments,
there
would
still
be
demand
for
that
real
estate.
A
All
governments
and
all
private
companies
can
compete
on
salary
and
job
title
and
prestige,
but
if
one
of
the
offers
enables
you
to
live
and
work
where
you're
fulfilled
and
the
other
one
forces
you
to
commute
into
an
office,
a
rigid
commute
now
that
the
genie
is
out
of
the
bottle.
There's
really
no
comparison
between
those
two,
so
I
think
there
will
be
long-term
ramifications
for
institutions
that
don't
embrace
this
flexibility.
Now.
A
Yeah
I
have
spoken
with
a
couple
of
educational
institutions
that,
although
they
are
struggling
to
figure
out
what
this
means,
I'm
really
heartened
by
how
they've
leaned
into
it
and
they've,
used
this
as
an
opportunity
to
accelerate
their
own
distance
learning
and
online
education
initiatives.
I
think
this
has
been
spinning
around
and
then
back
I'm,
the
in
the
minds
of
leaders
for
a
really
long
time,
but
they
couldn't
figure
out
a
great
time
to
just
thrust
this
forward
and
now
that
we're
all
isolated
and
everyone
is
remote.
A
Well,
there's
no
better
time
than
now
and
I
have
been
encouraged
by
educational
institutions
that
are
saying
well.
Distance
learning
was
always
going
to
be
a
thing,
so,
let's
dive
into
that
and
when
you
decouple
a
location
from
education,
it's
very
very
powerful,
and
this
is
big
for
people
in
underserved
communities
in
underserved
areas
where
just
by
nature
of
where
they
live
or
where
they're
born
they
have
access
to
a
certain
educational
track.
A
But
now,
if
you
create
a
remote
opportunity
there,
where
someone
is
born
or
where
someone
currently
lives,
now
has
nothing
to
do
with
the
potential
for
education
that
they
can
have.
Access
to.
That
is
massively
powerful.
Education
is
power.
It
has
always
been
the
case
in
a
major
shift
to
remote.
Is
it
has
the
potential
to
completely
upend
what
education
means,
especially
in
underserved
areas
and
I'm,
really
excited
about
the
long
term
benefits
of
that.
B
Me
too,
I'm
looking
forward
to
it
and
I
really
hope
that
they
are
going
to
implement
this
worldwide
and
rethink
the
way
we
do
everything
especially
related
to
government
and
institutions.
Darren
I
know
that
a
lot
of
people
are
still
very
interested
to
learn
about
gitlab
and
how
you
do
things
and
how
you
did
things,
and
you
spoke
just
when
you
started
about
DRI
direct
responsible,
individual,
tell
us
what
that
is,
and
how
do
you
build
that
yeah.
A
The
DRI
or
the
directly
responsible
individual
concept
is
really
key
to
enabling
everyone
to
contribute,
so
at
gate
lab.
We
allow
every
one
of
the
company
to
contribute
feedback
to
an
idea
within
a
get
lab
issue
or
get
lab
merge
request.
But
this
only
works
if
there
is
a
directly
responsible
individual
that
is
responsible
for
seeing
that
feedback
and
then
making
a
change.
A
If
there's
multiple
parties
that
you
have
to
convince,
you
end
up
in
this
nightmarish
loop
of
consensus
gathering
and
that's
when
nothing
actually
gets
done,
and
so
by
assigning
a
DRI,
we
give
a
specific
person
ultimate
power
and
authority
to
make
a
decision
and
they
get
lab.
We
try
to
make
two-way
door
decisions
and
move
really
quickly.
A
What
this
means
is
we
want
to
give
people
the
the
ability
and
the
power
to
make
a
decision
assuming
it's
a
two-way
door,
and
if
you
make
the
decision,
you
walk
through
the
door
and
you
realize
you
don't
really
love
what
you
see.
On
the
other
side,
it's
a
two-way
door,
so
you
just
walk
back
through
the
door
and
you
revert
the
change
you.
You
assess
what
you've
learned
and
then
you
find
another
door
and
you
walk
through
it
and
see
if
you
like.
What's
on
that
side,
that's
how
the
DRI
works.
A
We
have
a
lot
of
sub
values
that
empower
the
DRI
I
love
blameless,
problem-solving,
that's
a
great
one
short
toes
is
another
great
one
where
we
don't
have
long
toes
and
get
labs,
so
it's
impossible
to
step
on
anyone's
toes
and
get
in
their
lane
so
to
speak.
This
enables
dris
to
really
move
fast
to
move
with
boldness
and
know
that
the
team
is
going
to
be
there
to
support
them.
We
actually
just
implemented
a
pretty
big
site-wide
change.
A
A
couple
of
weeks
ago
there
were
a
few
bugs
and
unintended
unintended
consequences
and
a
couple
of
clicks
later
we
just
took
it
away
and
no
one
got
upset
about
that.
Instead,
we
were
really
happy
that
the
I
had
a
bias
for
action,
put
something
out
there
and
we
learned
something
from
it.
Otherwise
they
would
have
spent
months
and
months
trying
to
anticipate
what
might
happen
and
then
we
don't
actually
learn
anything.
So
that's
just
how
a
quick
taste
of
how
get
lab
uses
the
DRI
and,
as
with
anything,
I
get
lab.
B
Does
it
take
you
long
to
build
this
responsibility
into
individuals,
because
some
of
us
come
from
companies
where
direct
responsibility
doesn't
exist,
there's
a
boss
who
takes
a
decision
and
if
you
live
in
certain
countries
the
boss
doesn't
take
a
decision,
they
just
juggle
it
with
another
boss
and
maybe
it'll
never
be
taken.
So
some
of
us
come
from
companies
where
this
has
never
been
assigned.
The
decision
has
never
been
assigned
to
us.
Is
it
easy
to
build
it
with
new
hires.
A
It
takes
some
time
for
new
hires
to
understand
the
concept
of
it,
but
it's
easy
to
do
when
you
have
the
right
tool
and
the
right
transparency
at
the
heart
of
it.
So
all
of
our
decisions
go
through
get
lab
to
product
and
we're
the
most
transparent
company
in
the
world.
That
I'm
aware
of
that.
Transparency
is
also
in
get
lab
the
product,
and
so
it's
very
easy
to
see
who
created
an
idea.
What
feedback
was
received?
A
Everything
is
time-stamped
and
you
can
see
when
someone
actually
pushed
a
change
to
production
and
who
did
that,
so
it's
very
transparent.
Anyone
at
the
company
can
see
how
this
works.
They
get
a
lot
of
companies,
it's
very
ambiguous
who
actually
makes
the
decision
you
just
sort
of
hear
about
things.
Months
later
of
oh
yeah,
a
decision
was
made
and
it's
really
hard
to
pinpoint
who
actually
made
the
decision.
A
We
fundamentally
believe
that
that's
not
the
right
approach,
we
empower
everyone
to
contribute
and
we
want
to
make
sure
that
the
dris
are
transparent
about
the
changes
that
they're
making
so
that
we
can
quickly
revert
them
if
we
need
to
or
assess
learnings
from
them.
So
the
tool
is
at
the
heart
of
it.
A
Get
lab
the
product
make
sure
that
dr.oz
are
given
the
transparency
and
power
that
they
need
to
make
decisions
and
also
revert
those
decisions,
and
so,
as
we've
been
talking
with
companies,
if
they
don't
have
a
great
asynchronous
collaboration
tool
at
the
heart
of
their
work
toolkit,
we
talk
to
them
about
get
lab,
because
that
enables
so
much
of
what
we
do.
The
product
itself
is
there
at
the
heart
of
it.
A
But
yes,
during
onboarding,
we
have
to
reiterate
this
time
and
time
again
for
new
hires,
because
we
frankly
say
that
a
lot
of
the
things
that
we
do
at
get
lab
feel
like
a
trap.
A
lot
of
people
join
from
a
conventional
corporation
and
some
of
the
ways
that
we
work
would
not
go
over
so
well
at
other
organizations,
and
it
requires
a
leap
of
faith
to
truly
embrace
iteration,
to
truly
move
forward
with
a
change
and
then
see
how
the
company
reacts
because
again
in
Prior
organizations,
that
reaction
might
be
quite
negative.
A
So
we
are
aware
of
that,
as
leaders
and
get
lab.
Can
we
go
above
and
beyond
to
kind
of
reinforce
and
to
encourage
that
leap
of
faith,
and
it
only
takes
one
or
two
of
those
two
C
teams
rally
around
each
other
before
you,
you
get
it
and
then
you
embrace
it,
and
then
you
really
can't
imagine
working
any
other
way.
That's.
B
That's
what
I
wanted
to
say:
it's
a
very
good
retention
tool,
because
the
afterwards
you
go
to
an
interview
and
then
you
immediately
realize
that
you
will
not
have
this
freedom
and
you
will
not
have
this
autonomy
and
I
said
yeah,
it's
it's
just
better
to
stay
where
I
am
there
and
we
have
some
questions
from
the
audience.
So
what
are
the
skills
ahead
of
remote
needs
to
have?
And
how
do
you
see
this
job
evolve
in
the
future?
Yeah.
A
The
head
of
remote
is
probably
the
most
cross-functional
role
in
the
company
because
then
an
all
remote
company.
The
one
common
thread
that
connects
every
department
is
that
we're
all
about
finances,
remote
Human
Resources
is
remote.
Engineering
is
remote.
Marketing
is
remote,
so
we
all
need
to
have
established
workflows
that
are
remote.
A
First,
a
great
leader
and
remote
needs
to
have
a
cross-section
of
operational
expertise,
storytelling
and
communication
chops,
and
a
lot
of
empathy,
because
people
that
are
joining
the
team
without
a
lot
of
experience
in
remote,
it
will
feel
like
a
foreign
environment,
and
so
they
will
need
to
be
additional
TLC
given
to
learning
and
development
and
coaching
people
into
actually
operating
well
and
thriving
in
a
remote
environment.
So
that's
that's
at
the
heart
of
what
a
head
of
remote
needs
to
have.
How
I
see
this
evolving
going
forward.
A
I
think
it
will
become
a
core
of
many
many
companies,
especially
those
that
have
been
thrust
into
remote.
So
if
they
were
established
as
a
co-located
company
with
co-located
cultures
and
norms
and
processes,
there
will
need
to
be
a
change
agent.
That
steps
in
assesses
what's
going
on
and
then
tries
to
move
that
over
to
a
remote
first
way
of
working
now
the
actual
terminology
is
going
to
differ.
I've
seen
director
of
remote
work,
I've
just
seen
chief
operations
officer.
This
is
at
its
heart
operations,
given
enough
time.
A
I
think
the
word
remote
might
fall
away
because
it
would
just
become
second
nature
very
soon.
This
will
just
be
work
and
actually
calling
it
remote
will
seem
like
an
unnecessary
addition,
an
unnecessary
adjective,
because
it's
just
work.
It's
just
how
we
work.
No
one
calls
co-located
work,
co-located
work,
because
it's
like,
of
course,
we
go
into
the
office
to
do
work.
I
think
remote,
isn't
far
behind
where
it's
just
going
to
be
work.
A
If
you're
starting
a
company
today,
this
is
the
golden
era
of
doing
it.
Because
now,
all
of
a
sudden,
an
all
remote
company
is
not
only
something
that
won't
be
laughed
out
of
the
room,
but
it
will
actually
be
taken
really
seriously.
I've
spoken
with
a
lot
of
VCS
and
many
of
them
are
encouraging
their
new
portfolio
companies
to
start
as
an
all
remote
company.
A
But
that's
the
most
pivotal
time.
Do
it
at
gitlab.
We're
almost
10
years
into
this
now,
and
our
new
hires
today
can
learn
something
that
was
documented
week,
one
of
the
company's
existence,
because
the
handbook
existed
that
far
ago
so
think
about
the
massive
extrapolation
of
efficiency.
If
you
start
documenting
now,
it's
never
too
early
and
for
large
companies
that
have
never
documented
start.
A
Today
get
labs
handbook
started
as
a
blank
page
with
a
blinking
cursor,
and
you
can
start
yours
as
well,
something
really
rudimentary
really
Spartan,
maybe
an
FAQ
on
questions
that
a
lot
of
people
are
asking.
If
you
iterate
on
that
daily,
it
will
become
a
massive
massive
thing,
a
massive
tool
for
your
company
in
no
time.
B
Let
me
dive
deep
on
on
that
one,
because
when
you
build
a
company
and
when
you
build
a
team,
when
you
build
a
start-up,
you
do
need
to
hire
people
right.
Let's
say
you
start
with
a
with
with
a
couple
of
or
three
friends
or
whatever,
and
you
and
you
start
your
company,
but
then
you
need
to
hire
the
first
people
that
maybe
will
become
leaders
at
some
point
and
they
will
have
to
lead
remote.
B
A
A
great
question:
it's
very
important
at
the
at
the
base
level,
I
get
lab.
Excuse
me,
we
look
for
managers
of
one
and,
if
you
google,
get
lab
managers
of
one
you'll
see
our
our
thought
process
on
that.
This
is
really
big.
It
encompasses
a
lot.
We
want
to
make
sure
that
people
thrive
with
autonomy.
We
want
to
make
sure
people
look
forward
to
that
autonomy.
There
are
certain
people
that
relish
the
opportunity
to
receive
the
tools
receive
the
processes,
pave
the
way
for
them
and
then
just
let
them
do
what
they
do.
A
Everyone
has
probably
heard
a
quote
something
related
to
hire
great
people
and
then
let
them
do
their
thing
or,
conversely,
don't
hire
great
people
and
then
just
tell
them
what
to
do
at
the
core
of
it.
That's
what
we
believe.
We
make
sure
that
we
hire
great
people
and
then
just
empower
them
with
documentation,
processes
and
tools
to
do
what
they
do
really
well.
We
look
for
managers
that
want
that.
We
look
for
managers
that
want
to
empower
their
teams
that
are
open
to
receiving
feedback
from
their
teams
in
a
remote
setting.
A
A
manager
goes
from
being
a
command-and-control
dictator
and
hand
holder
to
someone
that
really
is
just
there
to
unblock
whatever
is
delivered
from
their
direct
reports.
So
we
want
our
direct
reports
to
be
as
empowered
as
possible
to
create
new
waves
of
innovation,
and
it's
the
managers
duty
to
unblock
them
and
get
any
obstacles
out
of
the
way
and
just
let
them
run
do.
A
Will
not
escape
this
question.
We're
diving
back
on.
We
ask
people
if
they
love
the
right
things
down
at
gate,
lab
you're
gonna,
be
writing
a
lot
and
for
people
that
prefer
to
just
verbalize
in
meetings.
It
might
not
be
the
best
fit
for
them.
You
really
have
to
appreciate
low
context
communication,
which
paradoxically
means
high
precision
and
high
detail.
Everything
has
to
be
written
down.
We
have
people
in
over
67
countries,
you're,
never
really
sure
of
when
someone
is
awake
or
asleep.
A
It
has
to
be
written
down
so
that
people
can
read
it
and
ingest
it
on
their
own
time.
So
that's
a
big
one.
We
try
to
ask
questions
to
see
if
people
are
storytellers,
not
just
communicators
but
people
that
can
think
three
steps
prior,
but
a
lot
of
detail
around
the
current
state
of
the
project
and
then
also
three
steps
forward.
A
So
we
ask
that
we
ask
if
people
are
okay
working
remotely-
and
that
sounds
like
a
question-
it's
obvious,
but
we
never
have
in-person
interviews,
even
our
executive
suite
we
purely
hire
through
zoom,
and
we
want
to
make
sure
that
people
are
okay.
Looking
at
a
camera
for
half
or
more
of
their
day,
we
don't
we
try
to
not
have
very
many
meetings,
but
meetings
do
exist
and
we
want
to
make
sure
people
are
comfortable
in
this
environment.
Now
I
will
say
we
don't
force
people
to
work
from
home.
A
We
will
reimburse
co-working
spaces
so
outside
of
kovin
when
people
can
travel
to
those
people
are
welcome
to
do
that,
but
we
want
to
make
sure
that
people
are
a
manager
of
one
when
it
comes
to
their
own
time.
People.
We
want
to
make
sure
that
you're
happy
in
your
family,
happy
in
your
community
and
that
you
don't
need
that
in-person
interaction
all
the
time,
because,
frankly,
here
you're
not
going
to
get
it.
We
do
value
in-person
interactions
and
we
make
sure
that
we
get
the
company
together
as
many
times
a
year
as
we
can.
A
But
we
look
for
people
that
are
okay
with
this
and
that
understand
what
the
environment
is.
If
you,
google,
get
laughs,
FAQ,
there's
actually
a
section
there
that
I
added
called.
What's
it
like
to
work,
it
get
lab
and
we
go
over
that
and
we
make
sure
that
people
are
aligned
with
that.
The
last
thing
I
want
to
mention
here
is
we
don't
hire
for
culture,
fit
we
hire
for
values
fit,
and
so,
in
the
interview
process,
we
will
actually
pull
up
the
gitlab
values
page
and
will
ask
candidates
what
values
resonate
with
you.
A
Is
there
anything
that's
confusing
and
we
go
down
some
of
the
sub
values,
and
we
just
want
to
dig
into
them
and
talk
about
it,
because
we
fundamentally
believe
if
we
hire
someone
that
aligns
with
our
values,
they
can
then
bring
their
culture
to
the
company
and
raise
the
bar
for
our
culture.
If
you
simply
hire
for
culture
fit,
you
never
actually
raised
the
bar
for
your
culture.
You
just
ensure
that
new
people
maintain
the
status
quo.
A
B
A
Shadow
program
is
perhaps
the
most
fascinating
program
we
have
at
the
company.
If
you,
google,
get
lab
CEO
shadow
program,
there's
a
massive
guide
there
on
what
it
is,
in
short,
to
get
labyrinthine
shadow,
our
CEO
and
they
join
every
meeting
they're
in
every
conversation
with
the
CEO
and
they're
able
to
converse
with
the
CEO
after
meetings
and
give
feedback.
This
is
really
powerful
because
it
gives
you
a
satellite
level
view
of
what
it
takes
to
run
an
entire
company
and
it's
open
to
there's
eligibility
requirements.
A
People
can
submit
applications
and
join
and
you'll
actually
see
a
lot
of
the
alumni
there.
There's
key
takeaways
I
actually
published
a
blog
post
on
the
top
five
things
that
I
learned
while
being
a
CEO
shadow
and
was
just
amazing
to
be
in
the
one-on-ones
with
CEO
and
all
of
his
direct
reports
and
understand
what
conversations
happen
and
how
a
company
is
built
and
how
decisions
are
made.
I
would
encourage
any
leader
to
consider
something
like
this.
A
Transparency
and
vulnerability
may
feel
awkward
and
uncomfortable,
but
enabling
more
people
to
get
an
understanding
of
what
it
takes
to
run
a
company.
It
actually
empowers
your
people
to
in
some
ways
be
micro,
CEOs
or
to
see
their
own
day-to-day
work
through
the
lens
of
the
CEO,
and
that
goes
a
long
way
for
creating
belonging
and
a
shared
vision
to
move
a
company
forward
and.
B
A
Interesting
is
that,
prior
to
Kovan,
this
was
one
of
the
few
things
that
get
lab
that
actually
required
travel,
so
the
shadows
would
actually
travel
to
San
Francisco,
where
our
CEO
lives,
and
that
was
because
many
of
his
meetings
were
in
person.
Not
everyone
was
quite
on
the
remote
train
yet,
and
so
you
needed
to
physically
follow
sit
around
the
city
to
meet
some
of
the
external
parties.
A
I,
don't
think
meetings
are
going
to
look
like
they
did
even
after
Kovan
I
think
meetings
by
default
may
be
remote
for
a
really
long
time
to
come,
and
so
this
actually
made
the
program
much
more
inclusive
now,
especially
for
parents
that
didn't
necessarily
want
to
leave
their
kids
for
two
full
weeks
now,
they're
actually
able
to
stay
home
and
still
engage
in
this
program.
So
we
never
really
saw
this
coming,
but
it's
actually
worked
out
really
well
and
we're
getting
really
good
feedback
on
the
remote
shadow
program.