►
From YouTube: Remote work webinar: GitLab and Financial Venture Studio (shifting mindsets and getting started)
Description
GitLab Head of Remote Darren M. joins Financial Venture Studio for a webinar and Q&A on remote work.
GitLab's guide to remote work: http://allremote.info/
Learn more about Financial Venture Studio: https://www.finventurestudio.com/
A
Thank
you
guys,
all
for
being
on
the
call.
I
first
came
to
know
Darren
murder,
virtually
when
we
were
both
in
consumer
electronics.
Ironically
I
was
leading
global
brand
for
a
small
Apple
accessory
maker
and
he
was
an
editor
in
gadget.
Both
of
us
huge
Apple,
enthusiasts
I
assume
you
had.
It
turned
right,
Darren,
yes,.
B
A
Well
and
as
it
turned
out,
both
of
us
enjoyed
working
from
wherever
we
wanted
to
be.
Some
of
you
know
that
that
I've
kind
of
moved
around
and
Darren's
the
same.
He
ended
up
on
the
east
coast
of
North
Carolina
and
in
DC,
but
but
Darren's
always
been
a
super
prolific
writer
and
when
he
was
at
Engadget,
he
wrote
some
20,000
articles,
which
still
blows
my
mind
earning
himself
a
guinness
world
record
in
publishing.
A
Today
he
is
to
get
labs
head
of
remote
and
he
works
right
there
at
the
intersection
of
culture
and
process
and
hiring
and
employer
branding
and
marketing
and
communications,
and
he
spent
his
career
leading
remote
teams.
It's
a
natural
fit
for
him
that
something
he's
been
passionate
about
for
a
long
time
and
then
he's
also
kind
of
helping
has
helped
other
teams
along
the
way
with
remote
transformation,
which
I
think
is
where
today
he
can
be
particularly
insightful
for
those
of
you
who
you
know,
may
him
and
half
way
working
from
home.
A
But
now
this
is
a
complete
new
world
for
you,
so
Darren
co-authored
get
labs,
remote
playbook
and
he
also
has
written
a
book
called
living.
The
remote
dream,
a
guide
to
seeing
the
world
setting
records
and
advancing
your
career.
Now
he
lives
the
dream
in
North
Carolina
with
his
wife
and
his
15
month-old
son
maverick.
So
he
totally
understands
that
dude,
that's
on
the
video
that
the
kid
comes
in
and
the
wife
comes
in
like
a
ninja
and
we
can
talk
about
some
of
those
fun
times
right,
Darren,
absolutely.
B
A
B
Up
son
awesome,
thank
you
so
much
for
the
introduction
Janet.
Thank
you
all
for
being
gracious
with
your
time.
I
realize
it's
valuable
and
I
hope
this
is
going
to
be
useful.
So
a
little
bit
more
context
on
me.
I've
worked
remotely
across
the
spectrum
remote
from
my
entire
career
asked
over
14
years,
I
have
worked
in
co-located
spaces.
I've
worked
in
hybrid
remote
situations,
where
subset
of
the
company
is
in
an
office
and
a
subset,
that's
remote,
and
now
at
git
lab
we
are
the
world's
largest
all
remote
company.
B
B
B
Now
we
have
things
like
LTE
and
zoom,
which
works
without
a
hitch
and
it's
a
bit
more
a
part
of
the
culture.
Nevertheless,
this
kovat
kovin
19
phenomenon
has
shocked
the
system
and
I
think
it's
a
major
reset
button
in
a
lot
of
ways.
It's
a
reset.
Culturally,
it's
a
reset
societally.
You
were
joking
about
the
video
with
the
kid
walking
in,
but
I
think
this
one
moment
in
time
has
now
taken
that
we're
no
longer
gonna.
B
Look
at
that,
as
as
the
thing
that
it
used
to
be
like
we're
not
trying
to
replicate
a
sterile
Ord
room
anymore.
We
all
understand
that
we're
in
this
together
we're
all
in
each
other's
homes,
so
we're
gonna
give
each
other
more
grace
on
what
our
backgrounds
are.
Like
a
lab,
we
like
to
say
that
meetings
are
about
the
work,
not
the
background.
So
don't
worry
about
what
the
background
is.
B
If
your
kid
comes
in
that's
the
best
distraction
in
the
world
that
means
you're
close
to
family
and
since
when
is
that
a
bad
thing,
so
I
want
this
to
be
very
conversational.
I
get
that
get
lab
is
in
a
unique
spot.
We
have
the
infrastructure
for
remote.
We
were
built
to
be
remote
from
day
one.
Our
IT
processes
were
built
for
remote.
Our
systems,
access
was
built
for
remote.
Every
part
of
our
business
was
built
for
remote
and
for
companies
that
have
been
thrust
into
remote
or
maybe
they've.
B
Now,
on,
the
remote
is
not
really
indicative
of
what
remote
will
be
if
you
lay
the
proper
infrastructure
and
the
world's
relatively
normal,
even
it
get
lab
where
work
from
home
is
very
common
for
us.
It
still
feels
a
little
weird
right
now.
This
still
isn't
your
typical
remote
environment.
Things
are
still
a
little
strange.
B
We
we
have
about
a
fifth
of
our
company.
Actually
that
doesn't
work
from
them.
They
actually
work
from
co-working
spaces
or
external
offices
and
Ghaleb
will
reimburse
for
those,
because
we
know
they're,
not
everyone's
home
is
amenable
to
remote.
So
we
have
about
a
fifth
of
the
company
that
are
now
having
to
work
in
home.
They
don't
really
have
it
set
up
for
that
so
they're
more
in
line
with
what
the
rest
of
the
world
is
layer.
B
On
top
of
that,
a
lot
of
kids
are
out
in
school
and
we're
trying
to
home-school
with
keep
our
kids
from
injuring
themselves
while
working
it's
a
lot,
so
I'd
be
happy
to
open
it
up
for
questions.
If
we
have
any
toddler
and
if
not
I'll
kind
of
go
through
some
of
the
here-and-now
implementations,
that
I
would
recommend
for
leaders
that
are
in
this
situation
and
that
might
trigger
some
questions.
So.
B
Yeah
all
right
cool.
Well,
let
me
start
with
this.
A
lot
of
the
companies
that
I've
been
talking
with
have
asked
me.
What
do
we
need
to
do
in
the
here
and
now
to
stabilize
and
to
remove
the
chaos
of
remote
and
I
answer
that,
with
with
two
things,
the
first
is
to
establish
a
remote
leadership
team
to
put
someone
in
charge,
to
put
a
team
in
charge
and
to
add
some
accountability,
and
what
that
really
means
is
opening
up
a
feedback
mechanism
for
your
employees
that
are
suddenly
removed.
B
A
lot
of
the
chaos
comes
from
communication
breakdowns,
and
so
Communications
is
the
second
layer
to
that.
That's
the
thing
you
need
to
get
solved
quickly.
What
I've
seen
is
that,
if
you
empower
employees
that
are
suddenly
distributed
to
give
you
feedback
on
what's
working,
what's
not
working,
what
communication
is
phrasing
down?
What
channels
aren't
functioning
anymore?
What
systems
aren't
working
anymore?
The
way
they
used
to
if
there's
a
single.
D
B
B
Usually
this
is.
This
is
steeped
in
communication
and
I
would
say,
minimize
your
tool
stack
minimize,
the
channels
of
communication
at
a
time
like
this.
It's
you
don't
need
additional
chaos
added
in
terms
of
additional
tools
or
additional
processes.
If
you
can
avoid
it
at
all,
and
so
just
to
give
you
a
glimpse
on
how
gitlab
does
this?
We
have
a
pretty
minimal
tool
stack,
we
use
qi
sweets
from
Google,
Docs,
Google,
slides.
We
use
zoom
for
all
of
our
video
communications.
D
B
Handbook
page
on
the
kindig-it
lab
handbook
on
the
phases
of
remote
adaptation.
A
lot
of
leaders
are
putting
this
undue
pressure
on
themselves
to
go
from
no
experience
in
remote
to
mastery
in
remote
overnight
and
I
would
not
recommend
doing
that.
The
goal
would
be
to
graduate
from
phase
1
to
2,
to
3
and
arm
work
in
a
sustainable
and
efficient
and
an
efficient
manner,
so
I'm
gonna
run
through
what
does
that
look
like
in
terms
of
meetings
and
I?
Think
this
is
something
that
you
can
apply
right
now.
Sonoco
look
at
its
face.
B
The
default
to
getting
any
work
done
or
consensus
generated
would
be
to
have
a
meet,
so
you
would
reserve
a
boardroom.
You
would
try
to
get
as
many
people
as
you
could
synchronously
to
get
together
in
the
same
physical
space
for
half
an
hour
or
an
hour
and
get
as
much
as
you
can
get
done
in
that
one
hour,
whoever's
in
the
room
can
contribute
whoever
was
away
that
day
or
could
not
make
the
meeting.
Sorry,
that's
your
your
input
isn't
happening
in
this
meeting
because
you
couldn't
be
there.
B
So
the
first
step,
if
you
were
thrust
into
a
remote,
is
I
liken
this
to
skeuomorphism.
Let's
try
to
copy
what
happens
in
the
office
and
paste
it
in
the
virtual
world.
This
is
the
the
natural
human
default
which
is
possible,
so
you
just
invite
those
same
people
same
timeslot,
but
instead
of
the
board
room
name
now
you
have
a
zoom
like,
and
so
you
have
the
meaning
in
zoom
and
just
like
you
would
have
had
it
in
an
office.
I
missed
on.
Congratulations!
You
made
it
happen.
Business
didn't
fall
apart.
B
You
still
have
the
meeting,
but
that's
not
the
ideal
way
to
do
it.
The
virtual
world
actually
opens
up
a
lot
more
possibilities
to
work
in
a
more
efficient
way.
So
if
you're
just
copying
and
pasting,
it's
it's
inefficient
at
best
and
it's
actually
really
frustrating
at
worst,
because
a
lot
of
the
practices
that
work
in
the
office
they
start
to
fall
apart
when
you're
in
a
virtual
world.
So
what's
the
phase
2
of
that
well
phase
2
of
that
would
be
making
the
meeting
someone
more
asynchronous.
B
So
if
the
meeting
is
scheduled
five
days
out
and
five
days
out,
there's
an
agenda
attached
to
it,
and
so,
if
three
days
before
you
have
an
idea
like
oh
I
need
that
I
need
to
remember
to
mention
this
in
that
meeting.
But
you're
never
gonna.
Remember
that,
so
you
just
go
to
the
meeting,
invite
you
click
on
the
Google
Doc
agenda,
you
open
it
up.
You
write
it
down.
You
close
it
done
three
days
from
now.
When
you
get
in
the
meeting
you
open
up
the
Google
Doc,
wonderful
there.
B
B
You
actually
write
those
down
in
real
time,
whoever
asks
types
about
and
then
whatever
the
answers
are
whatever
the
takeaways
are
you
write
those
down
as
well,
and
so,
when
the
meeting
is
done
now,
there's
some
sort
of
track
record
and
there
are
services
that
would
transcribe
these
as
well.
They
don't
work
super
well,
they
don't
have
a
lot
of
good
context,
but
they're
getting
there
and
so
now
you've
kind
of
graduated,
like
oK
we've
made
we've
added
documentation
into
the
flow
like
we're
getting
somewhere.
B
So
the
next
phase
of
this
would
be:
let's
go
to
the
meeting
if
it's
necessary,
let's
invite
whoever
can
make
it
but
we're
going
to
make
the
meeting
fully
asynchronous,
as
in
you,
don't
have
to
be
in
the
meeting
to
actually
contribute
to
the
meeting.
So
if
you
have
a
question
for
this
meeting,
you
can
go
into
the
agenda
dock
a
few
days
in
advance.
B
I
want
to
see
what
the
discussion
was
around,
that
you
can
go,
find
the
video
file
to
watch
it,
so
they
don't
even
have
to
be
there
as
you
grow
or
remoting
and
time
zones
become
more
of
an
issue.
This
is
extremely
extremely
helpful.
The
fourth
phase
of
this
would
be
the
meeting
organizer
would
ask
themselves
before
they
ever
scheduled.
The
meeting
is
this
meeting
even
necessary.
B
Is
the
topic
that
we're
talking
about
possible
to
be
addressed,
based
synchronously,
so
I'm
going
to
give
you
the
peek
a
peek
into
how
I'll
get
lab
views
iteration
it's
one
of
our
core
values.
You
may
say
you
need
a
meeting
to
discuss
the
fiscal
year,
2011
plan
and
you're-
probably
right-
that's
probably
meeting
worthy,
but
the
real
question
you
should
be
asking
is:
what
are
the
components
that
make
up
the
marketing
plan?
B
What
are
the
questions,
the
20
or
30
questions
that
will
need
to
be
asked
in
sequence
so
that
we
have
a
fully
baked
marketing
plan
because
chances
are,
if
you
break
it
down
under
the
smallest
possible
components.
You
can
ask
each
of
those
individual
questions
in
an
asynchronous
way.
We
use
get
labs.
Who
would
stand
up
and
get
live
issues?
B
We
would
write
down
the
question
and
would
tag
the
people
that
we
thought
might
have
the
answer
they
could
think
about
it
in
their
own
time,
in
your
own
space
could
write
down
their
answers
and
their
thoughts
with
context
and
precision
and
the
Kotak
other
people
bring
in
other
thoughts,
and
then
all
of
this
would
be
permanently
documented.
So
even
in
2025
you
can
look
back
to
this
issue
and
think
wow.
This
is
how
we
came
to
develop
this
marketing
plan.
These
were
the
things
that
were
happening
in
our
world.
That
stops.
D
B
And
traditions
that
work
in
a
remote
first
environment,
that's
kind
of
the
final
frontier
where
you've
graduated
from
just
stabilizing
the
company
and
making
sure
we
don't
fall
apart
in
a
virtual
environment
too.
Now
we
built
this
into
the
fabric
of
the
company.
Now
this
is
who
we
are.
This
is
the
infrastructure
that
we
run
on.
So
even
if
we
do
go
back
to
the
office,
we're
still
going
to
work,
asynchronously
we're
still
going
to
work
with
documentation
at
the
core,
because
it's
just
a
better
way
to
do
business.
B
It
has
nothing
to
do
with
geography,
and
it's
at
this
point
is
purely
about
what's
a
more
efficient
way
to
work,
so,
hopefully
that's
kind
of
a
useful
anecdote
just
on
meeting
something
that
could
be
started
today.
There's
nothing
stopping
you
from
attaching
a
Google
Doc
agenda,
every
meeting
that
you've
already
got
scheduled
just
Adam-
and
you
know
don't
don't
stress
out
about
what
meetings
you'll
need
to
cancel
and
you'll
get
there
we'll
get
for
now.
B
Just
attach
that
meeting
agenda
to
meetings
start
documenting
in
the
meetings
as
I
start
sharing
that
out
with
the
company,
so
opening
it
up
to
a
broader
swath
of
the
company,
it's
more
transparent,
there's
less
communication
silos
more
people
know
what's
going
on.
They
have
context
about.
What's
going
on
in
the
business
context,
and
communication
are
two
of
the
biggest
things
to
fail.
So
you
have
to
be
really
intentional
about
making
sure
that
people
have
access
to
that
knowledge.
So
I've
talked
a
lot
about
that
Tyler.
If
any
questions
come
in.
A
And
a
couple
Gori
yeah,
so
so,
first
of
all
you
know
we
recognize
that,
but
for
most
of
the
companies
on
the
call,
they're,
possibly
part-time,
remote,
but
now
they're,
full-time,
remote
and
I
guess
from
get
labs
perspectives.
What
stands
out
as
unique
see
the
gitlab
workforce
now,
given
Koba
19
versus
the
sort
of
the
normative
work
from
home,
they
get
lab
already
had
going.
B
B
Of
manage
and
adjust
the
metrics
and
expectations
for
folks
that
have
kids,
but
the
day-to-day
is
largely
been
unchanged
because
we've
kind
of
been
built
for
this.
It
actually
reminds
me
of
one
thing
that
I
wanted
to
talk
about
earlier
about
slack.
So
this
is
also
something
you
could
start
today.
I
think
would
be
a
little
more
jarring,
but
something
to
consider
and
it
helps
unpack
the
mindset
of
remote,
so
I
said
that
all
of
our
work
happens
in
get
lab.
B
We
used
to
get
a
lot
of
issues
and
get
a
lab
merge
request
to
do
everything
even
on
dev
projects,
and
so
it's
like
the
natural
questions.
But
what
do
you
slack
for?
We
actually
expire
our
slide
messages
after
90
days,
so
anyone
can
turn
this
feature
on.
You
just
kill
the
slack
messages
after
90
days.
Well,
why
would
you
do
that?
Serves.
D
B
Not
do
work
in
slack,
because
if
you
know
you
can't
query
something,
you're,
never
going
to
start
a
project
and
slack
because
you
know
you
can't
go
ctrl
F
and
find
what
you
were
talking
about.
We
want
this
forcing
function
in
place
because,
instead
of
just
instinctively
starting
something
in
slack,
which
is
a
terrible
place
to
work,
information
is
siloed.
Forty
thousand
red
bubbles,
it's
a
mental
health
nightmare,
absolutely
the
worst
place.
You
could
ever
work.
B
So
instead
we
want
the
work
to
start
where
it
needs
to
end
up
which
in
our
case
is
going
to
get
live
issue.
So
that's
the
one
thing
it
does.
The
second
thing
it
does
is:
it
makes
like
an
amazing,
informal
communication
tool.
So
one
of
the
things
I
often
hear
is
I
love
the
energy
of
the
office.
Now
we've
all
been
thrust
into
the
home.
I
can't
miss
my
comrades
I,
missed
that
camaraderie
or
kind
of
missed
the
the
vibe
of
the
energy
I
can't
find
a
good
workplace.
B
So
what
we
do
is
we
have
a
ton
of
public,
topical
channels.
Anything
from
men's
will
help
the
hiking
to
music
cooking
and,
as
I
mentioned,
there's
a
parable.
Well,
the
parenting
one
has
been
essential.
We've
had
some
amazing
concepts
to
come
from
that
people
are
across,
the
world
are
like
hey,
I
have
kids
home.
Now
anyone
have
any
great
recommendations
on
education,
programs
or
apps
for
kids
aged
whatever
or
whatever,
and
someone
three
continents
away
is
like.
Oh
yeah.
Try
this.
B
The
other
thing
we've
done
on
an
informal
communication
spot
is
whenever
we
have
a
meeting
on
zoom'.
Anyone
that
doesn't
have
a
back-to-back
and
they
have
kids
can
just
ought
to
leave
their
camera
on
and
then
they'll
be
like
hey,
kids
and
the
kids
will
come
in
and
then
they
get
10
or
15
minutes
to
just
meet
other
kids
from
around
the
world.
B
To
each
other
share
what
music
they're
playing
with
like
show
off
toys
whatever
and
we've
actually
expanded
that
we've
now
have
a
company
schedule
where
parents
can
like
grab
blocks
of
time
with
other
parents
and
have
like
this
kid
get
together
to
give
their
kids
a
chance
to
explore
other
cultures
and
meet
with
other
kids
and
I.
Think
that's
really
it's
a
cool
peek
into
not
being
upset
about
what
you
don't
have
anymore
and
looking
at
what
can
we
do
now?
That
would
have
been
impossible
before,
like
the
things
that
you're
able
to
do.
B
The
connections
are
able
to
build
the
portals
you're
able
to
open
with
a
zoom
chat
versus
this
one
office.
It's
really
a
minute.
The
trick
is,
you
have
to
be
intentional
about
it.
Just
last
week
we,
our
entire
marketing
department,
had
a
talent
show.
We
had
a
hundred
and
thirty-five
people
on
a
zoo
and
the
meeting
was
scheduled
two
weeks
in
advance.
B
D
B
Cooking
is
one
of
the
talents
and
so
they're
actually
like
having
their
phone
in
the
kitchen,
and
it's
just
like
Gordon
Ramsay
happening
like
that,
couldn't
actually
happen
in
an
office
and
all
until
I,
say
I'm
more
connected
and
more
involved
in
the
lives
of
my
co-workers.
Even
though
we're
all
remote
over
six
continents,
then
we
were
in
the
office,
but
that
meeting
wouldn't
have
happened
without
marketing
leadership.
Taking
the
initiative
to
meet
with
our
people
group
and.
D
B
What
do
we
need
to
do
to
build
camaraderie
amongst
our
team
in
a
virtual
way,
and
then
it's
on
the
people
group
to
set
things
like
this
up,
so
you
have
to
add
additional
responsibilities
to
be
intentional
about
something
like
informal
communication,
which
just
happened
spontaneously
in
an
office
just
in
general
remote
makes
you
be
more
intentional
about
everything
you
have
to
be
intentional
about
documentation.
You
have
to
be
intentional
about
adding
those
agenda.
Docs
to
the
meeting
invites
it's
not
just
gonna
happen
on
its
own.
B
You
have
to
be
intentional
about
structuring
things
like
talent
shows,
so
that
people
don't
lose
the
relational
bonds
that
bring
them
all
together.
You
have
to
be
intentional
about
documenting
your
culture.
None
of
the
a
lot
of
companies
in
a
co-located
space
like
the
cultures
just
come
to
energy
and
the
vibe
that
you
get
when
you
walk
in
the
building
which,
by
the
way,
is
terrible.
It's
just
like
whoever
is
the
most
charismatic
like
dictates
the
culture
of
the
company,
which
is
not
ideal
in
any
way,
shape
or
form.
You
have
to
write
it
down.
B
What
are
our
values?
What
is
our
North
Star?
What
will
be
tolerated?
What
will
we
not?
How
do
we
make
decisions?
What's
the
hierarchy
write
it
down
and
if
you
haven't
written
it
down
now
is
the
perfect
time
to
start.
This
is
the
moment
where
the
world
is
like
it
or
not,
giving
you
a
reset
button,
giving
you
a
pause
button
and
I
think
on
the
other
side
of
this
you're
gonna
see
companies
that
embrace
this
and
said
alright.
What
can
we
do
with
this
time?
B
Should
we
start
documenting
more,
should
we
start
laying,
should
we
make
our
environment
more
inclusive
so
that
people
can
get
connected
and
understand?
What's
going
on
in
the
company,
no
matter
where
they
are
or
you're
gonna
have
companies
to
just
kind
of
stumble
through
this
just
like
crossing
their
fingers,
so
they
can
get
back
to
the
office
soon,
change
I
think
it'll
be
a
big
litmus
test
for
companies
that
they
go
one
way
or
the
other.
So.
A
B
That's
actually
amazing,
like
if
you
try
to
do
that
in
meetings.
It
will
take
you
a
lot
longer
than
two
weeks
a
lot
and
so
I.
The
question
I
know
where
the
question
is
coming
from,
but
don't
think
about
it
in
terms
of
like
for,
like
you're,
not
trying
to
figure
out
a
way
to
make
virtual
meetings
better
you're.
What
I
want
you
to
ask
is:
what
is
the
outcome
that
I
used
to
get
out
of
a
meeting
that
I
liked
now?
What's
the
best
way
to
get
to
the
outcome
in
a
right.
B
A
B
A
B
Remote
setting
like
this,
this
is
I,
actually
call
it.
The
whiteboard
fixation
and
some
people
are
just
so
fixing
like
how
do
I
whiteboard
remotely
it's
the
wrong
question:
what
moved
your
business
forward
out
of
the
whiteboard?
What
was
the
actual
outcome
of
the
whiteboard,
which
will
be
different
for
every
company?
Now?
How
do
you
get
to
that
outcome?
Now
that
you
don't
have
the
limitation
of
you
have
to
box
people
into
a
boardroom
for
an
hour?
That's.
B
Way
to
think
about
it-
and
there
are,
there-
are
a
ton
of
digital
tools
that
enable
screen
sharing
and
that
enable
whiteboard
mural
as
an
amazing
one.
Coe
screen
is
an
amazing
one.
This
is
going
to
be
the
gold
rush
of
apps
that
enable
remote
collaboration.
I
mean
it's
just
crazy,
I'm,
connecting
with
a
couple
of
investing
in
the
the
the
amount
of
tools
that
are
coming
out.
It's
just
unbelievable,
so
I
think
in
six
months,
there's
gonna
be
like,
like
software,
that
solves
a
lot
of
this,
but.
B
B
Do
so
my
remote
team,
we
do
three
a
week,
so
we
do
noon
on
Monday,
Wednesday
and
Friday
and
they're
really
useful.
We
get
together
for
25
minutes
and
we
just
we
focus
on
discussion
items
that
were
added
the
day
prior
in
the
agenda
doc
and
the
cool
thing
is
anyone
that
can't
make
it
for
any
reason.
It's
it's
no
big
deal,
because
it's
all
documented.
B
You
can
actually
put
your
discussion
item
in
there
and
then
the
group
will
discuss
that
and
then
you
can
see
what
came
out
of
it
and
then
we'll
meet
again
in
two
days.
You
can
take
it,
so
we
we're
not
we're
not
saying
that
we
never
had
meetings.
I
mean
we
have
those
three
stand-ups
a
week
and
they're
really
useful.
B
Most
people
would
say,
like,
oh
anything,
in
business,
you
talk
about
more
than
three
times,
but
it
goes
back
to
the
thing
of
iteration
we're
not
asking
about
the
FY
21
marketing
plan.
We're
asking
about
this
one
component
about
it
can
I.
Can
we
can
we
come
to
an
agreement
about
this
one
component
using
something
that's
more
transparent,
like
I
get
lab
issues.
We
can
track
this
when
we
document
it.
B
It's
not
just
in
this
vacuum
of
one-on-one
conversation,
but
it
takes
a
lot
of
rewiring
I,
say
there's
as
much
to
unlearn
as
there
is
to
learn,
and
that's
one
of
the
things
instead
of
defaulting
to
that.
That's
why
I
recommend
you
put
some
of
those
forcing
functions
in
place?
What
just
makes
you
pause
for
a
second
and
do
things
a
little
bit
differently?
It's
amazing
how
quickly
it
becomes
natural.
We
see
we
have
new
people
join,
get
lab
and
for
the
first
month
they
struggle.
B
B
A
Yeah,
so
the
next
question
I
have
a
sort
of
double
pronged
I've
heard
from
some
friends
who
are
working
from
home
in
different
settings
that
you
know
they're
struggling
with
sort
of
multiple,
roommates
and
limited
spaces
and,
having
to
you,
know,
sort
of
alternate
who
gets
the
floor
to
do
a
conference
call
you
know
and
designating
small
spaces,
especially
in
the
Bay
Area
for
work,
and
that
leads
to
sort
of
two
things.
I
think
you
have
people
who
both
feel
like
they're,
not
getting
any.
A
You
know
real
work
done,
but
we're
also
struggling
I
think
a
lot
of
us
to
really
get
the
deep
work
done
and
my
question
around
sort
of
deep
work.
Is
you
know?
How
do
you
think
about
get
labs
remote
employees
managing
to
have
that
dedicated
time
to
really
go
into
a
project
and
lose
themselves
without
a
you
know?
It
doesn't
things
getting
in
the
way
your
calls
or
whatever.
B
So
a
couple
of
things
what's
happening
right
now
is
not
indicative
of
what
will
always
be.
It's
actually
harder
for
us
to
get
deep
worked
on
right
now,
because
everything
is
kind
of
manic,
but
when
things
are
going
well,
one
of
you
we're
back
to
normal.
The
reason
why
you
want
to
lay
this
asynchronous
infrastructure
is
because,
if
you
can
cut
out
three
or
four
hours
of
meetings
in
your
day,
that's
your
deep
work
window
and
that's
why
we're
so
adamant
about
doing
it,
because
we've
all
recognized
that
that's
where
it
work
gets
done.
B
Like
ya,
get
lab,
we
encourage
people
to
block
time
in
their
schedule,
especially
now
the
kids
at
home,
like
look
I'm
gonna,
be
teaching
my
kids
from
this
hour.
This
outline
do
not
book
a
meeting
right
now
or
I
need
this
period
for
deep
focus,
work
all
I'm
gonna
be
exercising
at
this
hour,
I
mean
literally
anything
there's
no
stigma
around
it
whatsoever,
like
your
life,
is
first
and
work
as
a
component
of
it
and
we're
just
very
open
about
that.
B
And
so,
if
you
go
to
look
a
meeting
with
someone-
and
you
see
something
like
that-
people
respect
company-wide,
if
you
do
that,
you
end
up
having
more
time
for
deep
work,
because
you
have
less
people
kind
of
shoehorning
meetings
into
people's
days,
but
it
has
to
start
at
the
very
top
and
cascade
all
the
way
down
busy.
If
you
have
managers
and
leaders
that
are
the
exception
like
oh,
we
can
just
book
meetings
whenever
we
want,
like
you
ruined
the
whole,
it
has
to
be
a
company-wide
agreement
about
the
working
space
question.
B
It's
it's
tough,
because
a
lot
of
people
ball
when
one-bedroom
apartments
in
San
Francisco,
because
they
didn't
intend
on
working
there.
That's
not
an
ideal
space
to
work
in
the
interim
I
would
say:
try
to
separate
your
living
space
in
your
working
space
as
best
you
can
I've
even
seen
some
Gil
Abers,
like
they
legitimately
just
buy
like
a
kind
of
a
frame
and
then
might
hang
your
curtain
so
they're
in
like
they
only
have
one
room,
but
at
least
they've
created
some
sort
of
separation.
B
It's
very
temporary,
it's
just
a
curtain,
but
it
helps
you
can
go
inside
the
curb
and
put
your
noise-cancelling
headphones
on
and
at
least
escape
somewhat
the
second
order
of
this.
What
I
think
is
gonna
happen
is
you've
got
a
hundred
thousand
Googlers
right
now
in
Silicon,
Valley
they're
gonna
be
working
from
home
for
the
next
three
or
four
months,
and
then
at
some
point,
management's,
gonna,
say
all
right:
everybody
come
back
to
work.
B
You're
gonna
have
tens
of
thousands
of
people
there
to
look
at
each
other,
they're
gonna
say
like
we
all
just
got
our
jobs
done
for
the
last
four
months,
I
smell
my
family,
more
I,
cooked,
more
I'm,
healthier
I
work
out,
more
I
slept
more
I,
didn't
spend
any
money
on
gas
and
I
didn't
commute.
How
about
no
and
I'm
gonna?
Keep
the
job
I
think
that
when
you
have
tens
of
thousands
of
people
that
recognize
that
at
the
same
time,
this
is
going
to
be
a
start
of
a
massive
societal
shift.
B
I
was
talking
with
an
analyst
last
week
and
they
said
the
early
indications
are
from
teams
that
were
thrust
to
remote.
During
this
period
there
will
be
at
least
15
to
20
percent
of
them
that
never
go
back
to
the
office
as
the
default
they'll
go
to
the
office
for
special
occasions
like
if
you
have
a
contingent
of
people
flying
in
from
overseas,
and
they
need
to
ok
fly
me
into
the
office.
That's
fine,
but
I'm,
never
gonna
go
back
as
the
default.
My
default
will
be
here.
The.
B
B
It's
gonna
up
in
how
businesses
think
about
what
real-estate
they
invest
in
where
they
invest
in
it.
We're
still
a
little
bit
further
out
from
that,
but
I
just
think.
It's
useful
to
know
that,
because
people
get
so
caught
up
in,
like
my
one
bedroom
apartment
is
not
ideal
for
work
like
you're
right,
so
maybe
there's
a
better
place
that
is
more
amenable
to
that
and
just
more
amenable
to
your
life.
But.
B
That
I
love,
what
I
say
is
that
the
worldwide
embrace
of
the
mode
has
been
accelerated
by
at
least
10
years.
We
all
knew
this
was
coming,
I
mean
remote.
Isn't
you
anyone
that
travels
and
uses
Wi-Fi
on
a
plane
to
get
work
done
like
you've
worked
remotely
I
mean,
let's
be
honest,
even
if
you've
worked
in
an
office
where
there's
some
people
on
the
third
floor
and
some
people
on
the
fifth
floor,
your
remote
to
each
other
I
mean
look
at
the
Googleplex.
B
B
And
not
calling
it
remote
work
forever.
It's
just
that.
Now
we
have
no
choice
but
to
admit
that
that's
the
case
and
again
back
to
the
litmus
test
of
companies
that
are
honest
with
themselves
and
say:
you're
right,
we
are
remote
and
we're
only
going
to
become
more
remote.
It
adds
more
discipline
to
your
business.
It
adds
more
intentionality
to
your
business.
Some
of
the
things
are
more
difficult.
You're,
like
oh
we've
got
a
document
more.
Oh
we've
got
to
write
more
things
down,
we've
got
to
be
more
prescriptive
and
less
ambiguous.
B
C
B
A
Quick
blag
for
people
on
the
call
after
this
call
is
over
we're
going
to
share
out
some
resources
to
our
portfolio
teams
based
on
things
that
Darren
has
written
and
that
we've
seen
as
best
practices
and
Bo
helped
put
that
together.
So
thank
you.
A
couple
of
things
when
you
talk
about
managing
people
in
teams
and
and
how
you
judge
them
based
on
your
not
seeing
in
the
office,
but
it's
the
output,
not
the
effort
right,
which
I've
always
loved
but
I,
think
for
some
people.
A
B
A
lot
easier,
if
you
hire
for
this
so
and
get
a
lot
of
people,
opt
into
what
we're
doing.
They
know
what
they're
getting
into
our
entire
gate
level.
Handbook
is
public.
If
you
printed
it
out
it's
over
5,000
pages,
we
have
nothing
behind
closed
doors,
it's
all
public
and
we
can
share
some
of
those
resources.
B
In
fact,
if
you
go
to
all
remote
dot
info,
all
of
the
remote
guides
that
I've
written
published
on
how
we
do
everything
in
the
remote
space
it's
available
there
tons
of
coffee
reading
all
remote
data,
so
it
helps
a
few
hire
managers
of
one.
You
hire
people
that
want
to
work
remotely.
They
want
to
prove
themselves
with
metrics,
not
with
ours.
It's
a
little
more
difficult.
B
If
you
suddenly
become
a
remote
management
manager,
and
your
first
thought
is
what
are
the
additional
roles
I
need
to
put
in
place,
you're
doing
it
wrong,
that
is,
it
might
work
for
some
people
and
it
might
work
in
the
short
term,
but
trying
to
force
a
command-and-control
atmosphere
into
a
remote
setting.
It's
a
recipe
for
long-term
disaster.
You're
gonna
burn
your
people
out
you
throw
them
in
that
role.
B
Book
they're,
opening
up
LinkedIn
guaranteed
like
they're,
just
adults
are
not
gonna
put
up
with
it
and
command,
and
control
and
micromanagement
actually
feels
more
pronounced
and
even
more
vindictive
in
a
remote
setting
than
the
exact
same
thing
happening
in
the
office,
because
there's
no
body
language,
there's
no
visual
cues,
there's
no
like
I'm
doing
this
for
your
own
good.
It
just
feels
bad,
and
so
what
I
say
is
lead
with
trust,
lead
with
autonomy
and
say
to
the
direct.
What
do
you
need
from
me
like
I
understand?
B
This
is
a
new
situation
so
on
your
servant,
leader
right
now.
What
do
you
need
for
me
like
complete,
open
channel
of
feedback?
What
can
I
do
to
make
you
productive
and
create
the
best
possible
atmosphere
and
environment
for
you
to
work
in
and
a
lot
of
it
might
be
I
need.
Metrics.
I
need
less
ambiguity
on
what
you
expect
from
me,
because
a
lot
of
times
in
the
office
there's
a
certain
degree
of
subjectivity
where
it's
like
they're,
just
generally
doing
well
like
people
just
generally
like
the
projects
that
they
develop.
B
That's
just
not
gonna
fly
remotely
and
it's
on
the
manager
to
crystallize
what
do
I
expect
from
this
person.
What
is
the
actual
thing
that
I
need
from
this
person
that
we
can
that
we
can
agree
to
be
judged
on
and
you
remove
that
ambiguity?
You're
gonna
have
a
much
better,
much
better
working
relationship.
There's
ambiguity!
It's
it's
a
it's!
A
recipe
for
disaster,
yeah.
A
I
mean
I,
think
I
think
sometimes
managers
who
are
thrust
into
remote
management
worry
about.
You
know
when
you're
setting
deadlines
are
you
micromanaging,
you
know
or
when
you're
the
somehow
prescriptively
telling
people
how
to
get
their
work
done
and
it
it's
kind
of
a
balance.
Isn't
it
in
terms
of
yeah.
B
I,
don't
think
deadlines
are
micromanagement,
I
think
you,
you
set
the
expectation
and
then
let
people
get
it
done.
However,
they
want
and
be
open
to
feedback
if
they're
asking
you
for
help
on
getting
it
done.
However,
they
want
that's
the
wrinkle
it's
like
if
they
come
to
you
with
with
issues
and
challenges.
Don't
assume
that
they're,
not
there
they're
trying
to
honor
the
deadline
so.
B
And
milestones
all
the
time
and
issues
we
have
this
campaign,
we
need
all
the
assets
in
by
Friday,
get
it
down.
However,
you
want
and
the
cool
thing
in
remote
setting
is
well.
You
have
those
stand
outs.
We
can
just
be
transparent
with
each
other
and
say,
like
I,
mean
honestly
I'm,
not
tracking
towards
getting
this
done.
Because
of
this
blocker
and
this
blocker
in
this
blocker.
You
have
to
have
that
transparency
as
a
team,
because
no
one
can
see
what's
going
on.
There
is
no
office
for
you
to
look
over
them,
but
I'd
wow.
B
B
I,
just
wouldn't
say
like:
let's
have
a
check-in
at
the
beginning
and
end
of
each
day
to
see
how
it's
like
I
mean.
Maybe
if
it's
a
super
junior
employee
and
you
have
a
conversation
and
they
would
prefer
that,
but
I
would
say
let
people
opt
into
that.
Don't
just
assume
that
that's
gonna
be
how
they
prefer
how
they
prefer
to
be
addressed.
C
C
Like
and
then
telling
their
employees
like,
hey
by
the
way,
we're
screenshot
in
your
desktop
every
30
seconds,
we're
logging
on
your
keystrokes
we're
seeing
what
you're
printing
out
and
it
just
it
made
me
think
that
this
whole
remote
war,
dynamic,
is
gonna
almost
just
magnify
management
capabilities,
in
other
words,
that
business
I
have
good
manner
or
like
I'm
charred.
The
CEO
of
charter
was
like
we're,
not
gonna.
Let
anyone
go
remote
because
I
know
they
won't
be
productive.
C
Like
I,
know,
they're
all
gonna
be
lazy
and
they're
gonna
stay
at
home
and,
like
you
know,
Sunday,
and
it
just
got
me
thinking
that,
for
you
know
startups,
which
typically
have
culture
as
their
big
selling
point,
because
you're
paid
less
it's
a
higher
risk,
you're
working
harder.
The
that
dynamic
is,
is
just
gonna
accelerate
between
so
poorly
man,
poor
managers
and
great
managers
in
this
environment.
Do
you
do
sort
of
see
it
that
way
too,
like
this?
C
Is
just
gonna
put
a
spotlight
on
like
you're
good
managers
and
you're
weaker
managers
in
a
company,
or
is
it
like
more
that
there
are
good
managers
and
offices
and
good
managers
remote
and
there's
just
going
to
be
a
shift
in
skills,
so
you
could
be
a
great
manager
but
you're
a
bad,
remote
manager?
Where
do
you
think
it's
more
I
sort
of
looked
at
that
discussion?
I'm
like
oh,
this
seems
to
me
just
sort
of
good
managers
versus
bad
managers,
but
I'm
really
curious
what
your?
What
your
perspective
is
on
I
think.
B
It's
mostly
the
former.
It's
mostly
going
to
be
a
litmus
test
of
what
is
the
genuine
fabric
of
the
company.
That
said,
I
do
think
there
will
be
some
managers
that
have
managed
to
function
in
an
office
that
will
struggle
remotely
but
give
themselves
permission
to
learn,
and
they
will
end
up
be
getting
better
at
it.
I
talked
with
Martin
a
CEO
of
hakkon
one
on
an
interview.
If
you
go
to
get
lab
on
filter
our
YouTube
playlist
at
your
remote
work
playlist,
you
can
find
it
there.
A
B
Remote,
it
immediately
spotlights
what
all
the
fallacies
were,
and
the
only
thing
that
matters
is
how
actually
in,
but
that,
if
you
are,
how
actually
helpful
you
are,
when
you
get
a
feedback,
can
you
connect
the
dots
to
help
someone?
Can
you
mentor
someone?
Can
you
help
someone
overcome
an
obstacle?
Can
you
look
across
the
organization
and
rally
help
to
help
someone
else?
This
is
the
actual
work
that
a
lot
of
co-located
spaces
ends
up
being
masks
by
persona
and
other
random
things
that
have
nothing
to
do
with
management.
B
That's
going
to
be
one
of
the
biggest
things
is
like
that.
Veil
has
been
torn
off
and
you're
never
going
to
put
this
genie
back
in
the
bottle
and
for
companies
like
charter
with
that
example
of
like
we
can
go
remote
like
no
one's
ever
going
to
get
anywhere,
I
mean
they're
gonna,
attract
the
people
that
they're
gonna
attract.
It's
like
it's
great
that
they're
telling
you
that,
because
now
you
know
we're
not
to
apply
that's.
Why?
B
If
you
look
at
the
jobs
FAQ
on
gitlab,
there's
a
section
that
I
wrote
called:
what's
it
like
to
work
at
Yale
out
it's
about
three
paragraphs
and
about
four
links
and
I'm,
confident
that
if
you
read
all
of
that,
you
will
know
what
it's
like
to
work
here
and
you'll
know.
Is
it
worth
your
time
to
apply?
Is
this
a
place
that
I'm
going
to
thrive
or
not
and
I
think
this
is
going
to
encourage
a
lot
of
companies
to
put
that
out
there?
B
But
it's
like
you
want
your
recruiting
pipeline
to
be
cleaner
anyway.
It
who
is
you
to
do
it
and
it
forces
you
to
ask
ask
yourself
that
question
like
if
I
had
to
right
now
what
it's
like
to
work
here,
what
I
love
when
I
write,
probably
something
that
should
be
thought
about,
and
one
more
wrinkle
on
that
charter
thing
look.
Some
businesses
are
not
as
a
minimal
to
remote
as
others.
It's
just
the
bottom
line
like
there
there's
just
some
work.
That
is
more
amenable
to
it.
B
There's
some
some
classes
of
work
that
it's
it's
gonna,
be
harder
to.
Do
it
remotely.
It's
actually
more
efficiently
to
do
it
somewhere
else.
So
it's
not
an
all-or-nothing
thing.
This
is
just
a
moment
to
consider.
What
could
we
learn
about
remote
first
practices
to
make
our
business
more
efficient,
I
didn't
think
there'll
be
some
businesses
where
there's
a
hardware
manufacturing
component
which
right
now
the
leaders
would
say
like
because
we
have
to
physically
bolt
something
to
something
we
can
never
be
removed,
but
maybe
they're
gonna
look
back.
B
Look
at
it
now
and
say
well
that
part
of
the
business
can't
be
remote
with
HR
finance
marketing
development.
All
of
that
can
be
remote,
so
we're
actually
going
to
divest
a
lot
of
this
real
estate
just
keep
this
manufacturing
facility
and
then
implement
remote
in
the
departments
that
we
can
it's
it's
very
much
less
of
a
binary
all-or-nothing
thing:
that's
being
people
are
at
least
considering
that
now,
with
the
covert
19.
A
B
So
your
lab
uses
gitlab
to
onboard
new
employees,
so
your
onboarding
is
literally
a
get
lab
issue
with
200
check
boxes
organized
by
weeks.
One
through
four
here
are
the
things
that
you
need
to
read
and
do
and
check
off
on
and
then,
when
you're
done,
you'll
know
that
you're
on
boarded
again
no
ambiguity
like
you,
you
know.
Are
you
done
or
not?
You
also
know
that
everyone
else
on
board
of
exactly
the
same
way.
So
you
never
have
to
wonder
if
you
cannot
like
a
weird
on
board
and
you're.
B
Like
did
I
get
everything
like
everybody
gets
everything.
It
also
helps
because
it
teaches
people
how
to
use
kit
lab
the
tool
which
is
core
to
our
job,
but
I
think
what's
something
what
companies
can
do
right
now,
one
of
the
things
that
I've
heard
is
hey
we're
a
co-located
company
that
people
lined
up
to
start
on
Monday.
Now
everybody's
remote,
like
how
do
we
bring
this
in
person
in
that's
tough,
if
you
don't
have
any
infrastructure
laid
where
they
can
onboard
asynchronously
and
a
lot
of
its
self-service
and
documented?
It's
very
tough.
B
D
B
Contact
for
a
month,
they
can
ask
them
anything
who's
responsible
for
this
who's.
The
DRI
for
this
I'm
confused
about
this
I'm
reading
this,
but
it's
just
nothing,
makes
sense.
Can
you
help
me
with
this?
Can
can
you
know
we
set
up
a
coffee
chat
with
somebody,
the
engineering
team?
It's
one
person,
it
makes
the
new
hire
feel
very
comfortable
because
they
don't
have
to
interrupt
the
entire
organization.
They
can
just
go
to
this
one
person
and
help
them
get
acclimated
to
the
company.
B
Any
company
can
do
that
if
even
if
you're,
a
newly
suddenly
remote
company
pair
somebody
up
give
them
your
zoom
link
and
you
essentially
act
as
an
onboarding
mentor
for
the
first
month,
so
that
helps
it
doesn't
solve,
and
everything
I
would
say.
You
have
to
have
everything
documented
for
all
morning,
onboarding
to
work
really
well,
but
the
buddy
can
help
at
least
they
can
serve
as
a
guide.
B
Tour
so
get
lab.
Onboarding
is
the
core
tasks
end
up
for
weeks
and
then
some
of
them
like
long
tail
into
month,
two
it's
like
kind
of
self-discovery
from
there,
but
the
the
big
thing
is
in
week.
One
no
work
happens
not
like
it's
just
learning,
and
so,
if
you
wanted
someone
to
be
doing
something
on
week,
one
you
should
have
hired
them
earlier
like
this
is
not
the
fault
of
the
new
hire.
You
are
laying
the
foundation
investing
in
this
person
to
be
an
asset
to
your
business.
For
a
long
time.
B
D
B
Here
but
for
all
intents
and
purposes,
they're
not
like
call
them
in
a
couple
of
weeks-
and
this
is
something
that
it's
easy-
oh
we're
not
gonna
do
that,
but
it's
like
it's
a
week
or
two:
it's
worth
it
for
the
long-term
benefits
of
having
this
person
be
valuable
and
invested
in
the
culture,
and
that's
it's
big
for
us.
I
know
it
might
not
work
for
everybody,
but
we've
seen
great
benefits
from
that
I
I.
A
Think
it's
remarkable
really
that
you
guys
have
got
a
roadmap
for
what
so
many
of
us
are
finding
ourselves
doing
now
and
ultimately,
as
you
say,
twenty
percent
of
us
may
be
doing
it
forever.
So,
with
that
and
you'd
love
to
kind
of
open
up
the
floor,
we're
unmuting
everyone.
If
anybody
wants
to
throw
out
a
question
for
Darren,
that's
great
I
know
we
just
have
a
few
more
minutes
before
Darren
probably
has
another
speaking
and
that
do
you
have
more
today.
A
B
B
B
Even
if
you
were
interrupted
during
this
call,
it's
okay,
you
can
just
search
for
it.
You
can
find
a
way
you
can
read
on
your
own
time
and
you
can
implement
it
in
a
way
that
makes
sense
to
your
company,
even
internally
a
gitlab.
Whenever
we
get
a
new
question
I'm
like
how
does
this
work
we
have
this?
Do
we
have
that
we
try
to
create
a
link
for
it
so
that
we
can
pay
it
forward
and
the
answer
with
a
link.
B
B
Toughest
for
sure,
at
gate,
lab
has
been
the
cancellation
of
contribute
so
contribute
we
get
the
entire
company
together
in
person
for
a
week
every
year.
So,
although
we're
all
remote
in
person
is
a
huge
part
of
what
we
do,
we're
very
intentional
about
when
we
can
get
the
whole
team
together,
because
there's
a
lot
that
comes
from
being
in
the
same
place,
so
people
mark
this
year-
I
mean
this
week
on
our
calendar.
It's
like
they
look
forward
to
it.
B
Cancelled,
so
it's
not
happening
at
all
this
year.
We
have
to
wait
all
the
way
until
next
year
you
get
everybody
together.
That
has
really
wait
on
me.
It's
like
that's
the
biggest
bummer
that
I
don't
get
to
go
and
see
all
these
people
from
from
all
of
these
places
and
I
feel
like
I'm
gonna.
Miss
that,
like
the
year
ahead,
will
be
a
little
less
energetic,
it'll
be
a
little
bit
less
spark
because
we
didn't
have
that
so
that
that's
been
really
tough
but
more
on
the
day-to-day.
B
The
toughest
part
of
my
job
is
when
people
come
into
the
company,
getting
them
to
believe
that
they
have
permission
to
drop
prior
organizational
baggage
and
genuinely
do
things
differently.
It
is
so
hard
because
many
cases
the
way
we
do
meetings
for
the
way
we
just
some
of
the
way
some
of
our
values
are
worded.
It
could
get
you
blacklisted
or
terminated
and
prior
or
works
if.
B
Happened
to
you,
it's
like
the
Pavlovian
experience
where
it's
like
I
will
never
do
that
again
because
of
that
negative
consequence,
and
it's
like
you've
got
to
believe
you're
in
a
new
place
like
this
is
our
culture,
and
so
I
would
say
if
this
is
something
that
you're
facing
figure
out
ways
to
reinforce
culture,
we
actually
tied
discretion
your
bonuses,
where
anyone
can
nominate
someone
else
for
each
question.
They
go
this,
but
you
can.
You
can
only
nominate
them
for
values.
A
You
all
right,
well,
I,
think
that's
it
for
today,
but
we
will
follow
up
later
this
afternoon
with
some
documents
and
Darren.
We
can't
thank
you
enough
for
making
time
to
join
us
and
talk
to
these
startups,
and
we
look
forward
to
following
along
on
your
career,
with
get
lab
and
looking
forward
to
the
next
edition
of
that
book
about
nomad
in
the
world
absolutely.