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From YouTube: Managing Crisis-Induced Work From Home vs. Working Remotely | Darren Murph, Head of Remote at GitLab
Description
We were ecstatic to connect with Darren Murph, Head of Remote at GitLab (and a remote-work-expert extraordinaire well before the new normal). Darren and our Chief People Officer, Sara Whitman, discuss what can be magical about remote work setups beyond merely working from home -- and looking ahead to the post-COVID era we all hope arrives soon.
For more about Darren, and the the and discussed in this video:
- GitLab’s Remote Playbook: http://allremote.info/
- Living the Remote Dream: A Guide To Seeing the World, Setting Records, and Advancing Your Career: https://www.amazon.com/Living-Remote-Dream-Setting-Advancing/dp/1506192130
- Twitter: https://twitter.com/darrenmurph
- LinkedIn: https://www.linkedin.com/in/darrenmurph/
- GitLab: https://about.gitlab.com/handbook/marketing/readmes/dmurph/
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A
B
Thanks
sarah
thanks
for
having
me
thanks
all
for
checking
this
out,
so
I'm
darren
I've
worked
remotely
much
in
my
entire
career
across
the
spectrum
of
remote.
I
have
worked
in
co-located
spaces,
mostly
in
hybrid
remote
spaces
and
now
recently
at
get
lab
an
all
remote
company
with
over
300
people
in
more
than
65
countries
with
no
company-owned
offices.
B
A
B
Yeah,
there's
a
lot
to
unpack
there,
as
you
can
see
this
jet
right
here
outside
of
one
amazing
trip
to
yellowstone
last
month.
That's
as
close
as
I've
come
to
a
jet
in
seven
months,
and
so
I
like
to
say
I
have
not
worked
remotely
for
seven
months.
I've
been
forced
to
work
from
home.
Thankfully
I
optimized
my
home
for
remote
work
before
all
of
this
started.
So
I
do
have
a
nice
home
office.
I
have
fiber
to
the
home,
I'm
well
set
up.
Not
many
people
are
as
advantaged
as
this.
B
It's
really
important
to
remember
that,
because
if
this
is
your
first
experience
with
extended
time
outside
of
the
office,
you're,
probably
not
in
love
with
it,
but
you
got
to
remember
proper
work.
Remote
work
enables
you
to
go
to
your
favorite
coffee,
shop
or
co-working
space
or
have
dinner
with
other
people.
I
go
to
the
grocery
store
without
a
mask.
B
There's
a
lot
of
global
things
happening
right
now
that
have
nothing
to
do
with
remote
work,
but
because
they're
happening
at
the
same
time
as
most
people
are
experiencing
remote
work
for
the
first
time,
they're
getting
those
conflated
and
it's
very
tough
to
decouple
them.
So
what
I'm
trying
to
do
is
convey
to
people
what
is
magical
about
remote
work
and
what
you
can
look
forward
to
once.
Travel
restrictions
are
lifted
and
we're
on
the
other
side
of
this.
A
That
makes
a
lot
of
sense,
and
I
you
mentioned
you
know
now:
people
are
suddenly
interested
and
I've
seen
so
much
about
git
lab
and
about
the
experience.
One
of
the
things
I've
really
admired
about
the
company
is
how
transparent
and
open
you
are
with
your
practices
and
so
for
companies
that
are
having
to
just
like
jump
into
this
and
try
and
make
the
experience
as
good
as
they
can
you've
provided
a
ton
of
resources
to
be
able
to
do
that,
which
would
you
highlight
as
the
the
go-to's.
B
Yeah,
thank
you
for
saying
that
at
get
lab
we
have
a
work
saying
that
we
try
to
answer
everything
with
a
link
and
we
literally
mean
it.
If
someone
asks
you
a
question
at
gitlab
and
you
can't
go
find
a
link
to
answer
it
in
the
company
handbook.
We
of
course
find
the
answer,
but
then
we
immediately
document
it
so
that
if
anyone
else
has
this
question
going
forward,
they
won't
have
to
tap
someone
on
the
virtual
shoulder.
They
can
simply
go
find
it
themselves.
B
So
two
things
I
would
recommend
first
off
search
for
coursera
and
get
lab.
We
just
launched
how
to
manage
a
remote
team
curriculum
on
coursera.
It's
totally
free
to
take.
There
is
a
paid
certificate
at
the
end.
If
you
want
that,
but
git
lab
is
open
core
company,
we
open
source,
all
of
our
knowledge
around
remote
work,
and
so
that
includes
our
course
with
coursera
so
dive
into
that
you
can
take
it
at
your
own
pace.
B
It
is
structured
for
five
weeks,
but
I
actually
had
someone
tell
me
they
binged
it
over
a
weekend,
and
so,
if
you're
binging
school,
it
must
be
pretty
good.
I'm
pretty
happy
with
that.
That's
pretty
good
feedback
and
then
the
other
thing
is
to
google
get
lab
remote
work
emergency
plan.
Once
all
of
this
happened,
I
wrote
an
emergency
plan
with
the
top
five
things
that
you
should
do
as
a
leader
and
if
you
are
an
individual
contributor,
there
is
a
link
within
that
guide
of
where
to
start.
B
A
Perfect,
thank
you.
I
have
found
those
resources
to
be
very
helpful,
and
so
many
more
than
that
too,
so,
we'll
we'll
leave
it
at
that.
For
now,
one
of
the
things
that
I
did
want
to
ask
you
about
is
culture,
and
what
do
you
do
to
help
maintain
a
culture
during
this
time?
What
does
culture
look
like
for
remote
work.
B
So,
first
off
culture
looks
very
different
right
now,
even
for
very
intentional
remote
companies
that
have
a
very
well
oiled,
workflow
and
culture.
It
looks
a
lot
different.
It's
a
lot
less
about
company
raw
raw
and
more
about
simply
supporting
each
other
at
get
lab.
We
have
a
team
wide
slack.
We
have
a
parenting
channel
and
there
are
lots
of
parents
in
there
that
are
commiserating
together,
they're
trying
to
figure
out
virtual
learning
together
and
redistributing
work
amongst
other
people
on
their
teams.
B
They
have
intentionally
chosen
to
live
somewhere
somewhere
in
the
world
and
they've
done
that
for
a
reason,
because
that
community
matters
to
them,
so
they
will
go,
do
things
in
their
community
they'll.
Take
pictures,
they'll
gather
stories,
videos
and
then
they'll
share
that
back
in
our
teamwide
slack,
and
so
I
see
people
doing
things
all
over
the
world
and
then,
when
I
work
with
them,
there's
no
more
icebreakers
about
the
weather
or
sports.
B
We
can
actually
talk
about
things
we
are
actually
doing
that
are
very
meaningful
to
each
of
us,
and
so
this
is
a
paradox,
but
the
more
time
we
spend
outside
of
work.
It
actually
builds
deeper
work
culture
because
we
get
to
see
each
other
for
who
we
really
are
now
in
a
pandemic.
There's
less
things
that
we
can
do,
but
you
can
still
put
a
mask
on
and
go
do
something
many
teams
right
now.
B
Don't
have
that
advantage
because
they
aren't
in
a
spot
where
all
of
their
workforce
can
just
go
pick
a
place
on
the
map
and
go
optimize
their
life
for
living
wherever
they
want
to
live.
But
I
say
this
about
culture
to
hopefully
forecast
what
it
can
look
like.
If
your
company
properly
supports
people
all
over
the
world,
it
is
kind
of
amazing
what
you
can
empower
your
people
to
pour
back
into
culture
if
you
democratize
it
a
bit
and
decentralize
culture
into
individuals
instead
of
the
core
epicenter
of
a
of
a
headquarters,
for
example,.
B
Yeah
yeah,
that's
really
at
the
core
of
it.
Life
has
a
way
of
beautifying
beginnings
and
ends,
but
it's
in
the
middle
that
we
often
forget.
Yet
that's
where
all
the
character
is
made.
We
are
very
much
in
the
middle
of
something,
so
as
tough
as
it
is,
it
is
an
opportunity
to
plan
for
the
other
side
of
this.
B
This
is
an
opportunity
for
companies
all
over
the
world
to
build
remote
fluency,
to
rethink
about
all
of
their
preconceived
notions
of
what
people
expect
out
of
work
or
how
much
they
should
contribute
to
the
culture
versus
empowering
people
to
bring
that
culture
that
makes
them
them
to
work.
It
is
it's.
It's
an
amazing
reshuffling
of
everything
we
thought
about
work
and
using
your
imagination
to
think
what
could
light
life
look
like
if
I
did
not
have
to
be
within
a
commutable
distance
to
an
office.
B
What
could
life
look
like
if
I
optimize
my
life
for
living
to
be
near
elders,
that
matter
to
me
to
be
near
a
school
district
that
I'm
longing
to
get
my
child
into?
Maybe
optimize
it
for
better
air
quality
or
access
to
hiking
trails?
Anything!
The
thing
about
remote
is
it's
the
world's
most
inclusive
perk,
because
everyone
can
use
it
unique
in
a
way
that
is
unique
to
them
in
a
very
different
way,
in
a
way
that
impacts
them,
but
everyone
can
enjoy
it
all
the
same.
B
So
I
think
we're
on
the
precipice
of
companies.
They
have
a
big
decision
to
make.
Are
they
going
to
simply
allow
remote
work?
Are
they
going
to
support
remote
work?
There's
a
big
difference
between
being
allowed
to
do
something
and
being
supported
in
something,
and
it's
going
to
be
a
big
sea
change
for
leaders
in
making
that
shift.
I
do
think
it
will
be
a
big
litmus
test
for
where
people
want
to
work
depending
on
how
many
companies
go
one
way
versus
the
other.
A
I
had
one
final
question
for
you,
which
is
really
came
to
me
from
an
article
that
I
read
in
the
atlantic,
and
they
were
talking
about
the
impact
of
the
current
work
from
home
culture
that
we're
experiencing
and
what
that
might
create
for
the
challenges
might
create
for
the
youngest
generation
of
our
employees,
not
being
able
to
learn
from
people.
Who've
been
working
for
a
period
of
time
and
I'd
like
your
thoughts
on
that.
B
Yeah,
this
is
a
great
question.
I'll
give
you
two
anecdotes
here.
The
first
is
we
just
graduated
a
class
of
interns
at
get
lab,
and
when
we
initially
set
this
up,
we
thought
that
they
would
have
a
week
in
person
somewhere
in
the
globe
as
a
fast
boot,
and
then
we
would
be
all
remote
for
most
of
the
internship
and
then
an
exit
week
where
we
get
everyone
together
again.
So.
B
B
I
understand
the
culture.
I
understand
the
values,
I
kind
of
understand
the
ebbs
and
flows
of
working
here,
but
I
haven't
even
started
working
here
yet,
and
that
goes
to
show
if
you
invest
heavily
in
documentation
and
you
really
buy
into
the
written
culture.
These
are
the
types
of
efficiencies
that
you
will
get
over
time.
B
B
If
your
time
scale
is
one
hour,
but
if
your
time
scale
is
a
year
or
two
or
three
or
a
then
it's
a
no-brainer
to
write
something
down
because
you'll
save
someone
the
hassle
of
asking
you
for
something
over
many
many
years.
So
that's
one
anecdote
of
how
a
company
can
set
the
next
generation
up
for
success.
B
Writing
down
what
you
know,
help
them
learn
to
some
degree
the
employer
becomes
another
educational
institution
where
you
write
things
down
so
that
they
can
read
or
they
can
watch
videos
or
they
can
learn
in
different
mediums,
but
instead
of
just
helping
them
wander
around
the
building,
you're,
actually
pointing
them
at
knowledge,
things
that
really
matter
to
them.
So
that's
that's
one
anecdote.
B
The
other
thing
is
in-person
engagement
matters
a
lot
and
I've.
I've
been
a
little
concerned
by
how
many
leaders
are
coming
to
me
with
questions
of
how
do
we
onboard
people
in
a
completely
no
touch
environment?
How
do
we
foster
the
next
generation
of
great
remote
leaders
without
ever
seeing
them
in
person?
B
And
my
response
to
that
is:
that's
the
wrong
solve.
We
will
see
each
other
again
and
even
at
get
lab
an
entirely
remote
organization.
We
get
our
entire
team
together
once
a
year
for
an
annual
summit.
It's
mostly
just
bonding.
We
do
a
little
bit
of
work,
but
not
much.
We
get
smaller
teams
together.
First,
in
the
annual
off
sites,
we
get
our
sales
team
together
for
in-person
events
that
we
support.
We
try
to
bring
as
many
people
together
as
possible.
B
We
even
offer
a
stipend
for
people
that
happen
to
live
relatively
close
to
to
each
other
to
get
together
for
ad
hoc
holiday
gatherings.
We
have
a
visiting
grant.
We
will
partially
subsidize
travel
if
you
cross
oceans
and
go
visit.
Someone
in
another
country,
we
even
had
someone
from
the
united
from
north
dakota
get
married
in
new
york
city,
and
I
think
people
from
five
different
countries
flew
into
it.
I
mean
that's
absolutely
amazing.
A
B
B
We
are
finally
leveraging
the
internet
and
technology
to
embrace
the
flexibility
and
the
democratization
of
remote
work.
That
has
should
have
happened
a
decade
ago,
but
covet,
I
think,
has
accelerated
it
by
about
a
decade,
so
maybe
we're
now,
just
catching
up
in
person
will
always
matter
I'm
a
traveler
at
heart.
Although
I
live
and
work
in
north
carolina,
I
try
to
get
out
and
travel
a
lot.
A
Yeah
thank
you
for
that,
because
I
think
that
that
might
be
a
misconception
of
people
as
they're
looking
at
the
situation
and
also
projecting
what
the
future
might
look
like
and
I
think
you've
given
us
a
lot
to
think
about.
Thank
you
so
much
for
talking
to
me
today
and
sharing
all
of
your
knowledge.