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From YouTube: Preparing Your Team for Remote Work (Webinar)
Description
Working remotely can bring big changes to a team. It often seems straightforward at first (just ratchet up the video conferencing and IMing) but soon the “fabric of work” starts to break down. Progress slows, feedback loops fail, teams feel less connected.
An increasing number of events — from storms to the coronavirus — are prompting many teams to dive headfirst into working remotely, ready or not.
Join us as we discuss how to best prepare for the change; we’ll share best practices and tools to get your team in the remote frame of mind and help them shift to a new way of working.
Our presenters for this virtual event include:
• Jennifer Farris, Chief People Officer at Terminal – https://terminal.io/
• Darren Murph, Head of Remote at GitLab – https://about.gitlab.com/
• Nick Walsh, CMO at Range – https://www.range.co/
A
A
My
colleague
is
joining
from
California
as
well,
so
we're
covering
a
lot
of
time
stones,
so
we're
gonna
get
started,
and
the
focus
today
is
on
preparing
your
team
for
remote
work.
Obviously,
recent
events
has
thrown
a
lot
of
folks
in
the
deep
end
with
regards
to
how
actually
to
get
up
and
running
with
a
remote
team,
whether
you're,
a
manager
or
an
individual
contributor.
So
we
thought
it
would
be
helpful
to
put
together
some
tips
and
best
practices
and
we'll
walk
through
those.
A
A
C
B
That
will
pay
dividends
for
your
teams
down
the
road.
So,
as
mentioned,
I'm
darren
head
of
remote
at
gate
lab.
We
are
over.
1200
people
spread
across
more
than
65
countries
with
no
offices,
so
we
were
fully
remote
and
it's
been
that
way
since
inception
and
I've
spent
14
years
in
various
stages
of
remote
and
hybrid
remote
settings
and
now
in
an
all
remote
setting,
and
so
I'm
hoping
to
give
some
insights
today
on
how
we
can
help
your
teams,
regardless
of
the
actual
remote
structure.
D
Hi
I'm
Jennifer
Ferris
I'm,
the
chief
people
officer
with
terminal
I'm
super
excited
to
talk
with
you
all
today.
Terminal
is
an
organization
that
really
is
your
remote
teams
partner.
We
help
companies,
tech
companies
in
particular
build
remote
engineering
teams,
mostly
right
now
throughout
Canada
and
Mexico,
but
we
continue
to
expand
and
we
ourselves
are
a
very
distributed
and
remote
organization
where
remote
first
as
a
company.
D
My
background
has
also
been
in
just
growth
and
hyper
growth
organizations,
all
of
which
were
distributed
in
some
way,
shape
or
form,
and
the
last
five
years
I
ran
my
consulting
practice
and
built
a
software
company
that
was
entirely
virtual
as
well.
I'm
working
on
a
product
that
was
focused
on
helping
teams
be
productive
in
that
remote
environment,
so
really
excited
to
kind
of
share.
Some
of
that
experience
where
I
can
and
answer
any
questions,
people
we
have.
A
Thanks
so
much
so
to
dive
in,
we
first
want
to
just
cover
some
of
the
basics
of
what
we're
going
to
be
reviewing
today.
What
exactly
is
remote
work,
how
to
think
about
it
and
it's
and
how
it's
actually
deceptively
different
than
normal
work?
How
you
can
get
your
team
remote
flowing
fast
talking
about
the
challenges
the
managers
face,
as
they
shift
over
from
being
a
manager
to
a
remote
manager
and
then
shifting
an
entire
organization
to
remote,
so
they
can
be
more
remote,
nimble
and
remote,
friendly
and.
A
Hearing
from
the
audience
around
your
experiences
and
any
questions,
and
if
you'd
like
to
have
any
follow-up
questions
or
track
this
we're
using
the
hashtag
RW
prep
time,
stuff,
RW
prep
on
Twitter.
So
again,
if
you
have
questions
after
we'll
do
our
best
to
follow
up,
we
can't
get
to
all
of
them.
So
first
remote,
of
course,
is
becoming
very
much
the
new
normal
and
the
way
people
work.
A
The
number
of
folks
actually
working
from
home
has
increased
140
percent
over
the
last
15
years,
and
40
percent
of
US
companies
have
offered
remote
work
as
an
option
mm
a
team
and
they
did
five
years
ago.
So,
if
they're
becoming
much
more
rope
friendly
and
50
Beaufort,
it's
53
percent
of
workers
actually
globally
work
from
home
at
least
once
a
week.
A
So
it's
a
massive
shift
in
the
way
people
are
are
perceiving
the
importance
of
her
work
and
then
there's
an
estimate
that
by
2028
seventy
three
percent
of
all
departments
will
have
remote
workers
and
of
course,
the
reason
behind
this
is
because
businesses
see
the
benefits
they
see
the
benefits
in
productivity.
Eighty-Five
percent
of
businesses
confirm
that
increases
based
on
giving
their
workers
greater
flexibility.
A
Companies
that
allow
remote
works
have
workers,
have
25%,
lower
employee
turnover
and
it's
something
that
simply
Jennifer's
very
familiar
with,
and
then
people
who
work
remotely
at
least
once
a
month
or
twenty
five
four
percent
more
likely
to
be
happy
and
productive.
So
these
are
just
some
of
the
stats.
A
B
I
think
forced
work
from
home
through
a
health
crisis
is
very
different
than
intentionally
built,
remote
work,
infrastructure,
and
so
of
course,
people
are
all
remote
when
they're
being
forced
to
work
from
home,
but
there's
a
key
difference
and
one
is
planned
and
orchestrated
and
there's
an
ingenuity
behind
it
and
the
other
is
just
because
you
cannot
be
in
the
office
and
that's
a
one
thing
in
general.
You
need
to
be
careful
of
is
trying
to
copy
the
in
office
environment
and
paste
it
into
a
remote
environment.
B
So
if
you
have
upcoming
boardroom
meetings
that
are
in
an
office
that
now
suddenly
you
have
to
deal
with
a
resume
or
at
home,
consider
that
like
what
is
that
meaning
even
necessary,
like
really
think
through
the
meetings
really
think
through
what
you
were
doing
in
office
and
think
through?
Is
there
a
different
way
to
approach
this
now
that
we're
all
working
from?
Could
this
be
done
asynchronously?
Could
this
be
done
through
email
or
the
notion
or
some
sort
of
asynchronous
collaborative
tool?
This
is
an
opportunity
to
really
look
at.
B
A
One
thing
we
were
actually
discussing
before
is
these
often
times
today,
because
of
the
way
in
which
teams
are
really
often
tired,
the
focus
of
work
and
the
way
in
which
everybody's
restructuring
their
organizations
that,
if
you're
working
on
a
cross-functional
team,
I
actually
used
to
work
at
Google-
and
you
know
I-
would
be
up
on
the
seventh
floor.
And
some
might
some
of
my
team
we'd
be
done
on
the
third
floor
and
I
would
you
know
not
really
run
into
them
very
often,
sometimes
very
even
doing
video
chats
just
from
there.
A
D
You
know
that
anchors
a
lot
of
the
questions
and
the
reality
is,
is
that
you
know
to
Darren's
point
going
remote
is
a
talent
strategy
and
and
therefore
you
have
to
have
kind
of
a
top-down
and
bottom-up,
equally
approach
to
how
that
happens.
So
some
of
the
questions
you
know
that
we
typically
get
would
be
like
how
can
I
make
sure
that
they're
doing
their
work?
B
D
Because,
maybe
it's
just
a
team
first
going
remote,
let's
see
how
we
can
make
sure
the
team
can
be
successful
in
the
way
that
you're
set
up,
and
that
means
thinking
through
you
know,
manage
your
best
practices.
How
what
are
going
to
be
the
communication
practices
going
forward?
What
are
the
tools
that
we
are
going
to
use
and
really,
let's
define
how
we
work?
That
means
figuring
out
everything
from
how
we
going
to
manage
time
zones
or
any
asynchronous
communication
to
you
know.
How
are
we
gonna
hold
ourselves
accountable?
B
And
I'd
say
that
one
thing
you'll
hear
a
common
thread
through
all
of
that
is
intentionality
and
honestly,
remote
teams
have
to
be
more
intentional
about
things
that
co-located
teams
should
be
doing,
but
we
just
have
to
do
it
much
more
quickly
earlier
on
and
much
more
deliberately
because
it
begins
to
fall
apart
much
more
quickly.
You
can't
just
have
a
series
of
meetings
to
kind.
B
Or
informed-
and
these
are
the
things
that
you,
your
team
should
be
doing
anyway.
The
question
of
how
do
I
know
they're
working
is
a
fascinating
one
to
me,
because
how
do
you
know
that
someone
in
the
office
is
working?
It
really
comes
back
to
an
organ,
a
tional
question
of:
are
you
giving
your
employees
key
metrics,
key
objectives
that
are
measurable,
that
something
they
can
actually
work
towards
and,
if
there's
any
ambiguity
in
there,
you
need
to
get
rid
of
that,
even
if
you're
in
an
office,
but
definitely
if
you're
remote.
B
A
Dris
as
you've,
given
a
preview
of
a
lot
of
the
topic
areas
that
we're
about
to
dive
into
I,
guess
if
at
first
maybe
he's
shifting
over
to
how
folks
out
there
who
have
been
thrown
into
the
deep
end,
maybe
in
the
last
few
weeks,
or
about
to
come
up
in
speed
as
fast
as
possible
and
understanding
what
actually
their
teams
and
themselves
might
be
going
through
as
individuals.
So
you
know
when
you
first
start
shifting
from
working
from
home.
A
This
is
often
kind
of
like
a
common
thread
that
the
first
thing
that
breaks
down
is
communication,
followed
by
a
feeling
of
distance
of
disconnection
and
kind
of
fraying
of
the
fabric
of
work
culture.
So
you
might
say.
Well,
you
know,
I've
used
a
certain
type
of
approach
to
communication
in
the
past,
but
I'm
using
that
now
and
it's
just
not
working
for
whatever
reason
and
then,
as
a
result,
more
and
more
I'm,
just
not
tapped
into
and
in
the
loop.
A
What
my
team
is
doing,
because,
when
we're
in
person-
and
we
have
the
opportunity
to
kind
of
run
into
each
other
in
the
hallway
by
the
water
coolers
when
by
desk,
we
really
would
renew
what
are
called
these
belonging
cubes.
So
as
if
we've
already
mentioned,
this
idea
of
intentionality
is
really
really
important.
So
in
order
to
maintain
that
culture
and
that
fabric
of
work,
we
need
to
really
intentionally
craft
those
going
forward
so
that
they
encourage
you
actually
rebuild
that
trust
and
Trust
is
it's
something
that's
just
established
and
then
you're
done.
A
You
constantly
need
to
nurture
it
and
keep
it
going
forward.
So
this
is
probably
something
that
if
you
haven't
encountered
me
yet,
you
will
be
encountering
if
you
just
moved
over
and
started
your
team's
just
adjusting
to
working
remotely.
But
maybe
we
talked
a
bit
about
what
are
some
other
things
that
you
kind
of
common
threads
that
you've
seen
when,
when
folks
all
of
a
sudden,
say
wow
I,
you
know
for
whatever
reason.
In
the
next
week,
two
weeks
three
weeks,
we
have
to
work
remotely
Darren.
B
A
B
Self
service
and
self
learning
that
may
not
be
as
natural
in
an
office
environment.
So
when
you're
in
an
office-
and
you
know
that
there's
a
sea
of
people
around
you,
you
feel
like
you-
can
always
just
tap
someone
on
the
shoulder
and
ask
for
an
update
on
something
or
ask
for
advice
and
guidance.
But
when
you
can't
see
anyone,
you
may
need
to
consult
a
handbook
or
consult
a
company
intranet.
That
would
be
your
first
step
instead
of
reaching
out
to
someone
or
if
you
do
need
to
reach
out
to
someone.
B
If
you're
thrown
in
to
work
from
home,
do
whatever
you
can
to
minimize
the
the
tool
stack
around
communication.
People,
if
left
to
their
own
devices,
will
just
simply
communicate
far
and
wide
on
whatever
suits
them
best,
which
isn't
necessarily
the
most
efficient
and
effective
way
for
a
team
to
communicate.
It
could.
C
B
On
being
an
informal
communication
tool,
so
we
expire
all
messages
after
90
days,
so
that
work
is
forced
into
get
lab
issues
and
get
lab
merged
with.
We
want
the
work
to
begin
and
be
discussed
where
it
will
eventually
end
up,
and
so
we
add
that
forcing
function
so
that
people
communicate
informally
about
topics,
whether
it's
Parenthood
or
fitness
or
music
or
the
typical
water
cooler
stuff.
We
use
slack
for
that
and,
of
course,
people
can
spontaneously
use
coffee,
chats
and
zoom
calls.
B
A
And
Jennifer
be
great
to
get
your
insight
into
this
next
slide,
which
is
really
focusing
on
mental
health
and
supporting
your
team's
mental
health
and
say:
is
they
make
this
shift?
So
when
we
think
of
loneliness
versus
being
alone
I,
think
it's
helpful
to
clarify,
but
being
alone
describes
a
state
of
being
and
it's
actually
a
benefit
of
working
remote
people
are
able
to
really
be
much
more
focused
in
the
way
and
be
more
productive.
A
Loneliness
is
something
that
you
really
really
want
to
watch
out,
for
it
is
a
growing
issue
in
trend
in
many
parts
of
the
world,
because
there's
a
lack
of
social
interaction
and
a
lack
of
human
connection
and
feeling
lonely
and
being
lonely
is
an
emotional
response
to
those
circumstances.
They're
very
different
things.
But
how
do
you
counsel
both
teams
and
clients
that
you
work
with,
as
well
as
your
own
team
around
just
watching
out
for
this
absolutely.
D
And
I
think
you
know
again
all
kind
of
separate
slightly
like
being
thrown
into
this,
potentially
in
a
temporary
state
and
and
actually
having
intentional
kind
of
a
work
from
home
strategy
as
an
organization,
and
therefore
you
might
interview
in
a
particular
way
to
ensure
that
people
are
set
up
to
have
a
healthy
environment
working
remotely,
but
if
you're
thrown
into
it.
You
know
I
think
that
this
comes
and
you're
probably
gonna.
Get
this
theme
a
lot.
D
The
manager
is
critical.
The
manager
is
critical
to
team
success
and
for
making
remote
successful,
they
will
be
the
linchpin
for
a
lot
of
company
communication.
They're
gonna
be
the
linchpin
for
a
lot
of
cross-functional
communication
and
in
ensuring
productivity,
but
they're
also
going
to
be
the
first
person
that
any
employee
should
go
to
if
they
are
feeling
lonely.
If
and
the
manager
should
be
proactively
checking
in
on
this
on
a
regular
basis,
so
I
encourage
managers
to
set
up.
D
You
know
whether
it's
daily
stand-ups
just
to
ensure
that
everybody
is
kind
of
on
the
call
at
the
same
time
to
have
that
just
general
touch
point
to
you
know
if
this
is
something
that's
new
for
your
team,
doing
more
frequent,
just
quick
check-ins,
how
you
doing
that
are
a
little
more
without
structure
and
just
there
to
support
you
as
the
individual
I
think.
Also,
you
know
ensuring
that
anyone
new
to
working
remotely
understands
you
should
plan
breaks
during
your
day,
one
of
the
things
and
it
seems
so
simple
and
actually
I.
D
D
If
you
plan
that,
as
part
of
your
day,
you
can
plan
a
lunch,
you
can
plan
you
know
going
online
and
having
you
know
that
water-cooler
chat
with
people
and
have
virtual
lunches
together,
you
can
have
you
know
time
to
take
a
walk.
I.
Think
those
things
are
really
important
for
mental
health
and
for
ensuring
that
that
loneliness
doesn't
set.
A
Yes,
I
think
helping
folks
get
into
that
remote
frame.
Environment,
evac,
you've
already
highlighted
many
things
in
the
insights
so
far,
but
really
reinforcing
it.
Rethinking
all
of
your
activities
that
could
be
your
day
debut.
You
can
actually
go
out
for
lunch,
but
also
all
of
your
activities
from
meetings
to
communications
and
doing
it
collaboratively
is
really
recommended.
So
even
as
a
manager
just
starting
a
collaborative
shared
document
with
your
team
and
starting
to
document
those
practices,
documentation
is
super
useful,
going
forward.
I
think
it
lab
lives
in
documentation.
A
It
has
some
of
the
best
documentation,
I've
seen
on
remote
work
and
will
actually
have
a
link
at
the
end.
So
people
can
take
a
look
at
that
really
embracing
asynchronous
practices.
So
when
you
do
a
a
synchronous
stand
up,
a
daily
stand
up
is
great
if
everybody
can
make
it.
If
you
have
to
have
folks
who
are
in
lots
of
different
time
zones
that
can
be
really
challenging,
so
we've
arranged.
Actually
that's
one
of
the
things
that
our
product
does
and
people
find
it
really
useful.
A
Once
you
get
into
habit
where
you
just
take
five
minutes
and
just
write
an
update,
well,
this
is
what
I
did.
This
is
what
I'm
going
to,
and
this
is
what
I
did
yesterday
and
really
sharing
that
out.
So
everybody
can
very
quickly
see
how
progress
is
moving
along
and
check
in
with
folks.
It's
really
useful
also
to
make
sure
that
you
don't
just
say
well
we're
gonna
kind
of
figure
that
out
I'll
kind
of
and
then
we'll,
let's
make
do
until
we
get
back
together.
A
A
You
could
be
always
on
and
but
when
are
people
actually
available
and
just
making
sure
that
you
actually
set
that
up
and
set
those
expectations
as
a
manager
and
then
again
you
know
reinforcing
the
documentation
when,
when
people
start
to
work-
and
you
actually
do
say
you
know,
when
are
you
available?
When
are
you
not
Darren?
What
do
you
see
as
far
as
the
gitlab
team,
because
it
has
such
a
large
workforce
and
making
sure
that
those
expectations
are
set
for
when
people
are
available
and
people
aren't?
B
B
Some
people
work
better
in
very
regimented
form
where
they're
on
from
a
certain
hour
and
they're
off
another
hour
and
nothing
in
between,
whereas
some
people
prefer
the
freedom,
autonomy
and
flexibility
of
a
nonlinear
workday
where
they
can
splice
work
into
life
in
a
stop
and
start
fashion,
that's
very
deliberate,
but
works
well
for
them
so
that
they
can
be
working
at
their
peak
productivity
hours,
not
necessarily
necessarily
the
quote,
unquote
business
hours.
So
this
is
going
to
be.
This
advice
will
hit
you
differently,
depending
on
how
your
team
is
set
up.
B
A
B
10:00
a.m.
somewhere
always,
and
so,
if
you
can
get
your
team
toward
that,
you
free
them
up
to
have
a
higher
quality
of
life
and
to
be
more
impactful
when
they're
when
they
have
peak
productive
hours.
But
if
you're,
in
a
situation
where
we're
we
were
thrust
into
work
from
home,
we
just
left
an
office.
We
needed
to
stick
to
those
hours.
I
would
say
that
in
the
short
term,
it's
probably
best
if
you
try
to
still
align
with
those
hours
and
keep
that
synchronicity
instead
of
introducing
yet
another
new
thing
right
away.
B
It
just
feels
like
one
and
straight
continuum,
but
if
you
replace
that
commute
time
with
something
meaningful,
whether
that's
rest
or
exercise
or
cooking
or
engaging
with
your
family
or
the
community,
ideally
something
outside
of
the
home,
because
you're
about
to
be
in
the
home
for
quite
a
long
time.
It
definitely
helps
you
mentally
ramp
into
the
day
and
ramp
off
of
the
day
and
I've
found
that
over
time
that
helps
people
be
happier
working
from
home.
It's
too
easy
to
just
caught,
get.
A
We
found
also
that
for
the
four
organizations
who
may
not
be
remote
yet
or
not,
may
not
yet
be
thrown
into
the
deep
end.
That's
coming
soon
is
it
range.
We
actually
have
always
have
a
Wednesday,
that's
a
work
from
home
day
or
work
remotely
today,
and
that
actually
builds
up
that
kind
of
muscle
memory
and
how
to
do
it.
A
But
if
you
kind
of
have
the
practices
but
you're
actually
not
doing
it,
it's
two
different
things,
so
the
practices
are
important
and
it's
important
to
to
share
have
a
shared
understanding
of
how
you're
going
to
communicate,
how
you're
actually
going
to
be
collaborate
based
on
certain
times,
but
if
you
can
actually
instill
a
day
now,
where
you
practice
that
a
week,
it
really
sets
you
up
for
success
when
you
actually
have
to
do
that
the
whole
week
before
being
up
so
just
being
conscious
of
time.
I
think
you
know
a
Jennifer.
A
You
already
highlighted
several
of
these
were
really
trying
to
counter
these
these
initial
communications
issues
and
also
creating
moments
for
culture
building.
So
whether
that's
lunches
range
is
actually
doing
you
know
for
them
for
the
next
week.
There's
we're
all
working
remotely
in
the
next
couple
weeks
or
we
know
that
we
will
be
having
just
a
lunch
time
booked
where
anybody
can
drop
in
on
a
video
chat
and
connect
with
folks.
We
talked
to
you,
I.
Think
other
groups
do
this
where
they
have
I
think
actually
terminal.
A
D
A
Shared
collab
times,
because
meetings
started
to
creep
in
really
quickly
because
everybody,
instead,
if
you
don't
do
some
credence
check-ins,
you
tend
to
default
to
saying
we're
just
gonna
book
a
lot
of
meetings
that
can
with
folks
at
office
and
your
schedule
is
maxed
out
with
all
these
meetings.
As
opposed
to
saying,
let's
have
you
know
an
hour
on
Thursday
to
talk
for
this
specific
team
to
have
a
collaboration
session,
and
we
know
we're
always
able
to
do
that
there
as
opposed
to
doing
check-ins
via
meetings,
because
that
can
get
overloaded
really
quickly.
Jennifer.
A
D
Yeah
I
mean
I,
think
you
know
a
lot
of
companies
have
this
tool
now
I
mean
you
know
something
as
simple
as
donut
that
is,
you
know,
can
get
embedded
into
slack.
It
kind
of
sets
coffee
chats
up
for
two
random
employees
that
might
not
have
the
opportunity
otherwise
to
sink.
So
we
do
that.
You
know
starting
with
new
hires
on
their
first
day,
and
it
has
an
opportunity
for
them
to
meet
people
they
might
not
otherwise
interact
with.
So
that
has
been
really
successful.
D
For
us,
I
also
would
just
say
something
as
simple
as
the
first
10
minutes
of
every
meeting.
Five
minutes
of
every
meeting
is
social
chat.
You
know
it's
just
a
general
life
check-in.
What
did
you
do
this
weekend
and
make
space
for
the
meetings
in
the
agenda
for
that?
Because
if
you
just
jump
right
in
it
can
feel
very
robotic
and
you
you
do
tend
to
lose
those
kind
of
very
simple
connection
points
with
people.
D
You
know
you're
not
physically
next
to
them,
so
it's
just
instead
of
you
know
having
someone
come
in
and
sit
next
and
say
hey,
how
was
your
night?
You
can
do
that
in
a
meeting
too
and
just
kind
of
leave
space
to
do
that.
So
I
think
it
builds
those
relationships
and
then
you
know
you
know
something
it's
a
little
more
formal
in
certain
cases,
but
you
know
I
I
do
virtual
off
sites
with
my
team.
You
know
so
you
know
we're
all
in
you
know
our
preferred
location.
D
You
know,
but
you
know
we'll
do
both
professional
planning
as
well.
As
you
know,
some
social
interaction
as
part
of
those
virtual
off
sites,
so
I
think,
there's.
You
know
a
variety
of
things
that
you
can
do
to
again.
It's
all
about
human
connection.
It
doesn't
have
to
be
physical
in
person.
It
can
be
it's
more
about
the
emotional
kind
of
touch
points
that
you
can
create
for
people
to
make
them
feel
included
in
the
organization.
C
A
It's
just
because
oftentimes
in
meetings
you
get
so
many
that
if
you
speak
at
the
beginning
of
the
meeting,
it
actually
helps
you
to
make
sure
that
you
speak
during
the
meeting
of
researchers.
Actually
as
part
of
ranges
platform.
We
have
a
meetings
feature
where
we
have
a
randomizer
for
everybody
in
the
meeting,
and
we
just
start
with
that.
So
you're
randomly
selected
to
go
first,
just
as
you
would
check
in
and
say.
Oh
this
is
how
I'm
feeling
and
that
really
helps
people
to
understand.
A
Just
how
you're
doing
you
don't
know,
maybe
if
you
were
interacting,
maybe
if
they
didn't
sleep
that
well
last
night
or
if
they're
stressed
about
something
and
then
that
service
isn't
all
of
a
sudden
it
just
you
have
that
sense
of
empathy
in
that.
But
since
the
vulnerability
for
you
just
understand,
you
know
it
helps
you
build
that
fabric
of
work
again.
I
would.
D
Actually
also
add,
when
you
are
remote,
you
have
to
be
much
more
vocal
about
celebrations
and
celebrating
wins
celebrating
each
other
celebrating
birthdays,
whatever
it
might
be,
but
again
like
being
finding
ways
to
celebrate,
is
not
it's
something
that
can
be
very
powerful
and
very
motivating
and
again,
like
lift
people
up
a
little
bit.
It's.
B
Or
the
typical
revenue
drivers,
it's
purely
about
value
values,
and
then
we
celebrate
those
in
a
company-wide
slack
channel.
So
everyone
gets
to
see
who
helped
another
person
and
we
get
to
celebrate
that
bonus
together
and
so
that
reinforces
culture
and
values,
well
being
an
onboarding
but
to
Jennifer's
point.
It
also
gives
us
a
reason
to
celebrate
multiple
times
a
day
and
see
people
being
champions
for
other
people,
even
though
we're
not
in
the
same
office.
Oh.
A
That's
a
great
practice
that
you
know
I,
think
that
also
probably
maybe,
when
you're
in
the
office
you're
presuming
if
you
have
some
type
of
celebration
that
everybody's
participating,
but
if
you're
not
around
you
happen
to
be
out
that
day,
you
don't
actually
participate
the
map,
and
if
you
can
see
it
a
synchronously,
then
you
just
feel
it's
much
more
collective
and
the
whole
organization
shares
in
it.
That's
great!
So
now
we're
just
going
to
shift
over
talking
a
bit
about
the
manager
and
the
issues
that
they
face.
A
I
think
it's
Jennifer
already
highlighted
it's
so
critical
for
managers
to
understand
the
shift
in
remote
work
and
what
that
means
for
them,
and
they
are
such
the
linchpin
of
at
work
for
their
team
in
supporting
their
team,
and
it's
kind
of
we
color
like
welcome
to
your
new
old
job,
your
manager
and
your
manager
and
your
team's
remote,
but
actually
it's
pretty
fundamentally
different
and
your
you
have
to
adjust.
So
if
we
could
go
weird,
it's
just
get
input
from
both
of
you
around.
You
know
how
do
you?
A
B
A
good
lab
we
we
rely
on
the
handbook
if
you,
google,
get
lab
handbook
and
instead
of
Google
a
lot.
But
the
truth
is
we
don't
have
an
internal
hand-blown,
so
everything
about
get
lab
is
public
facing.
There
is
only
one
handbook
and
the
handbook
that
guides
our
team
with
all
of
our
processes
and
protocols
is
the
same
one
that
you
can
see
on
the
web
and
we
are
incredibly
transparent
and
intentionally
transparent
because
we
want
the
entire
world
to
hold
us
accountable.
B
So
if
we
ship
something
to
the
handbook,
we
have
to
know
that
that's
good
enough
for
the
world
to
see
that
it's
good
enough
for
us
and
it's
a
continually
evolving
organism,
it's
the
single
source
of
truth,
and
it
keeps
all
1,200
people
focused
on
that
one
repository
and
it
definitely
adds
cohesion.
So
if
you
don't
have
a
handbook
right
now,
I
would
encourage
you
to
stand
what
up
and
of
course
begin
that
pain
book
now
is
over
3000
pages.
B
If
you
were
to
print
it
when
he
didn't
start
that
way,
it
started
as
one
page,
and
so
if
this
isn't
in
your
organization
now
start
with
one
page,
you
might
could
use
notion
or
ask
Almanac.
We
use
get
lab
to
stand
up.
The
our
handbook
as
well,
but
I
would
use
something
with
continuous
integration,
so
people
can
merge,
requests
into
it
and
make
proposals
that
way.
It
empowers
the
entire
team
to
make
suggestions,
and
then
you
have
code.
D
B
B
Could
be
really
rudimentary
tell
people
where
to
go,
think
of
it
as
an
FAQ
for
your
company
look
at
they
turn
to
when
they
have
IT
needs
if
they
have
HR
needs
so
on
and
so
forth.
A
lot
of
these
things
are
taken
for
granted
when
you're
in
the
office.
You
just
want
to
walk
over
and
ask
people
who
is
the
expert
in
this
area
when
you
don't
have
an
office
to
resort
to,
you
have
to
write
it
down,
so
start
writing
down
and
iterate
on
it.
B
D
I
mean
just
touching
on
specifically,
you
know,
managers
I,
think
you
know
one
of
the
things
that
this,
whether
it's
a
short-term
issue
or
you
know,
you're,
choosing
to
make
remote
part
of
your
talent
strategy.
Looking
at
your
managers
through
the
lens
of
how
effective
are
they
at
managing
in
general
and
then
how
are
they?
How
effective
are
they
at
managing
a
remote
team,
Darrin
kind
of
alluded
to
it
before
I
had
thousand
percent
agree?
D
Those
two
things
should
be
the
same:
there's
actually,
a
great
manager
on
site
should
be
a
great
remote
manager,
because
great
management
ultimately
comes
down
to
the
same
core
principles,
but
it
does
take
a
little
extra
effort
because
you
don't.
You
can't
have
lazy
days
where
you
kind
of
just
turn
to
someone
and
have
a
quick
side.
Conversation
or
you
know
just
physically
be
present
and
therefore
maybe
hear
things
that
you
didn't
otherwise
know.
So
you
know
I,
you
know
we
have
learning
and
development
team.
D
You
know
conversations
that
you
know
really
interests
the
employees,
because
everyone's
ultimately
interested
in
improving
their
own
individual
performance,
but
as
a
manager,
you
should
be
doing
that
whether
you're
sitting
next
to
your
team
or
whether
you're
remote,
but
it
just
does
take
a
little
bit
of
extra
effort
to
ensure
that
all
six
of
those
areas
are
really
getting.
The
right
amount
of
attention.
A
It
gets
stronger
and
stronger.
One
thing
we
found
is
as
part
of
range
we
actually
in
the
check-ins.
We
have
two
things
that
is
kind
of
a
secret
sauce,
that
a
lot
of
teams
give
us
feedback
on
and
that's
being
able
to
just
say,
with
an
emoji
how
you're
feeling
for
the
day
and
then
also
answering
a
team
question
and
the
team
questions
then
can
be,
is
kind
of
mundane
is
how
was
your
weekend?
How
do
you
like
to
receive
feedback
and
over
time
we
actually
350
questions
built
in?
A
It
really
helps
to
the
team
get
to
know
each
other
remote
sense,
because
you're
not
able
to
run
into
folks.
You
know
what
the
watercooler,
so
we
we
actually
created
a
just
a
separate
website
with
all
the
questions
called
icebreaker.
So
if
you,
the
culture
aspect,
if
you're
looking
for
ways
in
which,
as
a
manager
you'd
be
kind
of
facilitate
those
connections,
whether
you're
holding
a
lunch
and
you
just
have
people
go
around
and
ask
a
question,
each
time
really
start
to
build
and
have
a
better
understanding
of
human
eyes.
A
Everyone
so
I
think
we
want
to
get
to
questions
pretty
soon,
but
I
think
we
have
about
five
more
minutes
to
shift
over
and
talk
about
from
an
organization
perspective.
How
can
you
help
the
organization
would
be
more
remote
nimble,
so
really
building
them
into
the
DNA
building
remotely
into
an
organization's
DNA
and
I'd
love
to
get
Jennifer
your
perspective,
because
I'm
sure
you
often
as
you're
kind
of
the
chief
people
officer
but
you're,
probably
the
chief
product
officer,
given
that
terminal
really
helps
engineering
teams.
Governme.
D
D
What
are
how
are
we
going
to
anchor
whatever
we
do
for
talent
in
a
very
holistic
and
connected
way,
and
so
it
is
literally
at
the
core
of
the
decisions
that
you
make
every
day,
and
so,
if
you
decide
you're
going
to
go
remote,
this
starts
with
the
executive
leaders.
You
know
thinking
through
ok.
How
are
we
going
to
ensure
as
an
organization
that
we're
going
to
set
clear
goals
and
expectations,
what
are
going
to
be
the
communication
channels?
We've
talked
about.
D
You
cannot
I
mean
not
that
micromanagement
is
ever
good,
but
if
it's
even
harder
to
be
a
micro
manager
when
you're
going
remote,
which
means
you
have
to
trust-
and
you
have
to
empower
your
managers
with
the
right,
communicate
with
the
right
information,
the
right
tools
and
the
right
support
to
be
able
to
ensure
that
they're
driving
productivity
within
their
teams-
and
then
you
know
the
managers
themselves.
We
kind
of
talked
about
that
on
the
prior
slide.
They
have
to
really
think
through
kind
of
at
a
team
level.
What
are
their
communication
touch
points?
D
How
are
they
going
to
be
there
for
their
team,
and
then
the
individuals
have
some
own
as
well,
and
this
all
should
be
kind
of
part
of
that
DNA.
How
each
of
these
groups
take
ownership
of
how
they're
going
to
make
remote
successful
and
at
the
individual
level
it
is
about.
You
know:
how
are
you
going
to
structure
your
day?
How
are
you
going
to
ensure
that
you
deliver
results?
D
What
what
is
kind
of
the
social
and
maybe
what's
the
social
contract
that's
getting
set
as
well
as
what
are
the
deliverables
that
you're
committing
to
and
and
those
you
know
and
following
up
on
those
is
really
important,
as
well
as
taking
care
of
your
mental
health.
So
making
sure
you
take
your
breaks,
making
sure
that
you
communicate
how
you
work,
how
you
like
to
be
managed
all
of
those
things.
D
So,
though,
every
every
player
inside
the
organization
has
responsibility
into
really
ensuring
that
remote
can
be
successful
and
that's
ultimately,
it
starts
by
anchoring
it
to
your
talent
strategy
and
really
on
you
know
and
again
that
anchors
to
your
values
that
anchors
to
the
programs
and
the
decisions
that
you
made.
It
gives
an
organization.
A
B
B
A
B
Champions
people
that
haven't
worked
remotely
in
the
past
that
do
have
expertise
on
it
and
that
would
love
to
share
it,
but
they've
kind
of
quelled
that,
because
they're
in
a
co-located
space-
and
maybe
it's
time
to
tap
into
that
expertise
and
if
you
don't
have
it
internally
work
with
other
companies
find
remote
consultants.
It
is
important
to
put
the
onus
on
someone
driving
this,
because
this
really
lies
somewhere
between
HR
and
operations,
because
the
remote
is
so
fundamentally
different
and
there
some
nuances
that
aren't
naturally
apparent
to
people
that
aren't
fully
acclimated
to
it.
B
It's
worth
putting
a
team
on,
especially
because,
as
you
as
you
enter
the
remote
space
as
a
company,
you
will
have
a
lot
of
communication
gaps
that
pop
up.
Where
do
those
get
reported
to
you
need
a
team
that
will
field
all
of
that
feedback?
Prioritize
it
and
then
do
something
with
it.
Otherwise
people
will
feel
powerless
to
actually
bring
anything
up
and
make
the
remote
experience
better
for
the
team
at
all.
A
Yes,
I
think
the
the
champion.
It
really
resonates
that
there's
a
lot
of
people
who
Adam
who
start
to
just
train
themselves
up
on
all
things
remote
and
then
all
of
a
sudden
they're
that
once
it
everybody
looks,
do
but
making
sure
that
they
can
have
both
the
stakeholders
and
and
those
stakeholders.
Campion
is
critical
little
bit
to
the
success.
Well,
I
want
to
shift
over
because
I
think
we
have
about
15
minutes
left
and
field
questions
from
everybody,
who's
taking
part
in
the
webinar.
A
B
I'm
having
to
take
a
lead
on
this
and
the
reason
why
I'm
smiling
about
this
question
is
up
until
up
until
we
get
laughs
for
the
most
part,
it
was
a
lobbying
exercise
even
for
me,
especially
early
in
my
career,
where
a
role
that
I
applied
for
was
not
listed
as
remote
and
the
infrastructure
really
wasn't
there
to
support
remote.
And
so
it's
on
the
onus
of
the
individual
to
kind
of
put
together
a
portfolio
and
explain
why
this
works
for
them
and
I'm.
B
C
B
Management
is
resistance,
remote
because
there's
fear
that
it
will.
It
will
stir
the
pot
that
the
status
quo
will
be
disrupted,
and
so,
instead
of
managing
through
that
and
in
ripping
the
band-aid
off
and
saying,
look
let's,
let's
address
the
future
of
work.
Let's
lay
the
right
infrastructure,
it's
just
easier
to
say
no,
this
isn't
allowed.
The
other
thing
you
have
to
consider
is
that
in
some
organizations
there
are
portions
of
the
company
which
can
work
remotely,
their
outputs
are
purely
digital,
and
then
there
are
some
portions
of
the
company
where
it's
not
as
easy.
B
Equipment
that
they
need
to
get
their
hands
on
it's
not
easily
portable
to
the
home
you
are
in.
You
are
increasing
the
likelihood
that
there's
a
multi-class
citizen
type
of
arrangement
going
where
you
have
people
on
different
playing
fields.
Some
are
remote.
Some
have
to
go
into
the
office,
even
if
they
don't
want
to.
So
there
are
some
dynamics
at
play.
If
you're
trying
to
get
a
room
overall
in
a
company,
that's
already
established
but
I
would
say,
put
together
a
portfolio
put
pitch
your
case
on
why
it
works,
but
don't
focus
solely
on
you.
B
You
need
to
focus
on
what
you
can
bring
in
terms
of
remote
transformation
for
the
entire
organization,
because
if
you
can
convince
a
leader
that
you're
going
to
make
their
organization
more
efficient
and
it's
going
to
become
a
part
of
your
talent
strategy
or
you
can
hire
from
a
greater
diversity
of
places,
fill
roles
that
have
been
vacant
for
a
really
long
time
make
it
more
than
about
you.
Of
course
it
will
benefit
you,
but
it
definitely
is
more
about
the
team.
D
A
A
You
know
they
probably
gather
all
the
the
different
types
of
practices
and
figure
this
out
and
then
and
then
somebody's
done
Wow
that
that
team
is
actually
seems
to
be
more
productive
or
that
team
will
you
know
what
are
they
doing
and
then
they
kind
of
build
it
out
within
that's
probably
a
little
more
rare,
but
it
might
be
a
way
to
try
something
out
yet
so
you
actually
have
some
tangible
examples
that
you
can
give.
In
addition
to
all
the
data
points
and
all-
and
you
know,
kind
of
the
big
business
following
use
cases.
D
Well,
we
just
for
Employee
Appreciation
Day.
We
get
gift
cards
to
everyone
and
sent
out.
You
know:
company-wide
email
from
the
CEO
for
celebration
of
funding
and
different
types
of
announcements.
Like
that
we've
sent
champagne
to
remote
people,
you
know:
do
we
have
slack
channels
that
are
very
active
and
celebrate
each
individual,
whether
it's
their
birthday,
whether
they
got
a
higher,
whether
you
know
they
just
had
another
date?
You
know
another
win
of
some
type
or
an
anniversary.
B
Gonna
get
loud,
POV,
I'd,
say:
Google
get
lab
incentives,
I
think
one
amazing
thing
we
do
is
if
we
meet
our
sales
targets,
we
incentivize
everyone
to
go,
have
dinner
on
us,
and
then
people
take
photos
of
having
dinner
with
their
friends
with
their
family
or
a
new
group
of
colleagues
that
they're
traveling
with
and
they
share
those
back
in
slacks.
We.
A
B
Just
hundreds
and
hundreds
of
photos
of
everybody
enjoying
dinner
because
the
company
as
a
whole
accomplished
something
great
and
I
already
mentioned
earlier,
that
we
celebrate
discretionary
bonuses
and
a
company-wide,
slideshow,
and
also
people
can
give
kudos
and
give
and
give
props.
And
if
you
want
to
take
it
even
further.
I'm.
B
And
so
we
will
reimburse
partially
traveling
expenses
if
you
go
visit,
another
get
lab
in
another
part
of
the
world.
So
that's
a
pretty
cool
way
to
encourage
cultural
exploration
and
then,
of
course,
we
get
tons
of
photos
back
from
that.
So
even
though
we're
all
remote,
we
still
very
much
appreciate
it
in
person
and
we
do
whatever
we
can
to
incentivize
that
actually.
D
And
we
just
put
that
in
for
2020
as
well.
So
all
of
the
terminal
employees
have
a
credit
to
go
visit,
another
location
and
we
have
five
plus
and
or
actually
six
with
San
Francisco.
And
then
we
have
a
variety
of
people
completely
dispersed
throughout
the
US
Canada
and
Mexico.
But
anyone
is
can
use
that
money
to
go
visit
any
of
our
locations
or
employees.
D
A
A
You
actually
everybody
knows
it's
your
birthday
and
we
also
I
have
a
things
capability.
Built-In,
it's
a
feature,
so
you
can
actually
link
that
to
whether
it's
your
your
check-in
or
your
or
your
progress
and
call
out
people
in
props
and
that
gets
updated
also
in
slack
channels.
So
there's
lots
of
little
ways
that
the
thanks
really
really
matter
and
once
you
start
doing
them,
is
so
easy
that
it
just
kind
of
catches,
fire
and
really
helps
the
whole
team.
I
think
we
probably
have
time
for
one
more
question,
possibly
two:
okay,.
C
I
think
I'll
try
to
make
this
a
quick
one.
The
next
one
comes
from
Alisha
and
is
that
it's
asking
about
communication
tools
that
you
might
use
regularly
so
beyond,
zoom
which
we're
all
using
now
for
this
conference
call
or
webinar,
and
what
are
some
of
the
other
tools
that
you
all
have
been
using
for
communicating
with
remote
team
members.
C
D
Right
now
and
we're
actually
doing
a
pretty
significant,
just
kind
of
review
of
all
of
our
tools
right
now,
just
because
there's
always
a
new
one,
I
feel
like
there's
new
tools
coming
up
all
the
time,
so
we're
always
open
and
we
actually
try
to
pilot
as
many
new
tools
as
possible.
Just
so,
we
can
know
what
they
are,
but
for
the
most
part
right
now,
we're
obviously
very
heavily.
D
B
B
I
think
is
really
compelling
is
yak
which
actually
plugs
into
slack,
and
it
allows
you
to
leave
a
synchronous,
video
messages.
So,
instead
of
typing
something
back
to
someone,
you
can
actually
video
yourself
and
then
send
it
to
them
and
then,
whenever
they
wake
up,
they'll
be
able
to
see
that
and
they
get
a
more
personal
view
than
just
a
string
of
alphanumeric
characters.
So.
B
Cool
one
and
on
the
design
front,
there's
a
new
tool
called
KO
screen.
I,
don't
think,
is
really
fascinating,
where
it
allows
multiple
designers
to
share
their
screens
and
cross
collaborate
in
a
way
that
previously
was
only
possible
if
you
were
sitting
directly
beside
each
other
in
an
office
with
two
screens
and
two
workstations
connected.
So
if
you're
on,
if
you
use
design
tools
check
out
the
coachmen,
pretty
fascinating.
A
We
were
slightly
biased,
we
use
range,
for
you,
know
check-ins,
for
objectives,
40
directories
and
doing
everything
asynchronously.
We
also
use
hangouts
primarily
for
our
meetings
and
we
because
range
integrates
with
your
integrates
with
asana
and
integrates
with
Google,
Docs
and
calendar.
You
know
bring
everything
in
really
easily
so
we're
biased
in
that
form,
but
the
Yaak
sounds
really
cool.
The
idea
that
you
can
send
those
asynchronous
messages
because
off
you
know
over
time
when
you,
especially
when
you
have
really
really
big
time
zones
to
manage
getting
that
FaceTime,
is
you've,
got
some
smaller.
A
B
I
get
away
with
that
one
I
get
loud.
I'll
just
be
blunt.
We
explicitly
don't
want
that
to
happen,
so
we
so
we
structure
our
entire
company
in
a
way
that
makes
those
very
difficult
because
that
swivel
around
tap
someone
on
the
shoulder.
Let's
do
a
meeting
is
it
breaks
their
float.
It
breaks
their
concentration,
you
don't
know
what
they're
currently
working
on
or
who
else
they're
currently
engaging
with.
B
So
we
try
to
minimize
that
as
much
as
possible,
but
a
more
practical
thing
you
can
implement
is
to
have
multiple
projects
ongoing,
such
that
having
a
delay
in
one
isn't
necessarily
a
blocker
for
all
of
the
work
that
you're
doing
so.
If
you
have
multiple
projects-
and
you
can
you
can
compartmentalize
I
need
feedback
on
this
one
on
the
project,
but
while
I
wait
for
someone
to
wake
up,
there's.
B
Engaged
with
it
definitely
requires
intentionality
on
phase
shifting
between
projects,
but
otherwise
you
can
get
really
frustrated
on.
You
know
I'm,
just
waiting
for
one
person
to
get
back
to
me
granion.
This
is
much
more
difficult
at
a
small
company
as
you
scale,
this
gets
a
lot
easier
in
a
remote
setting.
In
fact,
remote
skills,
a.
D
Would
also
add,
you
know
to
actually
have
criteria
around
if
there's
like
an
emergency.
What
do
you
do
when?
Because
there
might
be
a
moment
where
you
know
hey,
someone's
offline,
already
they're,
not
going
to
see
a
slack
message?
What
did
what
constitutes
an
emergency
need
for
immediate
feedback?
And
then
what
do
you
do
in
those
situations?
Do
you
text
them?
D
Do
you
call
them
like
use
another
mode
of
more
direct
communication,
so
I
think
it's
important
if
there
ever
is,
especially
in
smaller
companies,
you
know
where
or
with
their
you're,
just
new
to
remote
and
you're.
Just
kind
of
getting
all
of
this
set
up
all
this
infrastructure
set
up
I
do
think
it's
important
to
have
okay.
What
do
I
do
if
when
and
what
actually
is
an
emergency,
so
people
don't
use
that.
A
Yeah
and
I
think
just
to
recap
some
of
the
key
points
that
came
up
throughout
this
discussion
around.
How
do
you
have
you
facilitate
that
that
fabric
of
work
culture,
you
know
one
is
just
just
to
make
sure
that
we're
or
to
try
different
things
in
the
morning.
We're
actually
just
starting
saying
you
know
good
morning
on
a
slack
channel
and
some
people
are
just
posting
like
a
shot
of
their.
A
You
know,
whatever
their
breakfast
in
their
latte,
that
they
made
or
outside,
and
it
just
starts
to
kind
of
take
off
scheduling
those
collaboration
sessions.
We
really
really
advocate
for
not
for
doing
asynchronous
check-ins,
because
if
you
start,
as
Darren
said,
if
you
start
to
let
that
kind
of
grow,
all
of
a
sudden
it
just
it
takes
out
every
rescheduling
derails
work.
A
So
if
you
actually
have
a
scheduled
collaboration
session,
it
helps
everybody
kind
of
relax
and
go
okay
and
you'll
all
be
able
to
catch
up
with
that
person
on
the
subject
matter
and
then
just
kind
of
engineering
again
those
sessions
that
may
be
less
about
collaboration
and
more
just
about
checking
in
so
those
you
know
having
a
lunch,
hang
out
we're
having
a
happy
hour
of
coffee
hour
well,
I
think
we're
at
the
end
of
time.
First
and
foremost,
I
wanted
to
thank
Darren
and
Jennifer
so
much
for
taking
part.
A
A
World
Health
Organization
for
any
breaking
gauge
regarding
Cove
in
nineteen
and,
of
course,
watching
hands
and
elbow
bumps
are
the
new
you
burger,
but
again
thanks
so
much
for
participating.
Thank
you
very
much
for
joining
and
we'll
be
posting
I'm
sugar
get
lab
as
well
as
terminal
lots
of
useful
information
going
forward
on
how
everyone
can
support
each
other
as
we
shift
over
into
a
remote
working
environment.