►
From YouTube: Darren (GitLab) and Yac co-founders discuss asynchronous workflows and building remote culture
Description
Darren (Head of Remote at GitLab) discuss asynchronous workflows and building remote culture with Hunter and Jordan, co-founders at Yac.
➔ Learn more about Yac: https://www.yac.chat/
➔ Learn more about GitLab's all-remote culture: https://about.gitlab.com/company/culture/all-remote/
Other topics covered in the discussion are below.
➔ Learn more about GitLab's values: https://about.gitlab.com/handbook/values/
➔ GitLab's guide to getting started in a remote role: https://about.gitlab.com/company/culture/all-remote/getting-started/
➔ Learn more about GitLab's asynchronous workflows: https://about.gitlab.com/company/culture/all-remote/asynchronous/
➔ Learn more about building and sustaining culture: https://about.gitlab.com/company/culture/all-remote/building-culture/
A
Hey
all
this
is
darren
head
of
remote
at
gate
lab
and
I'm
thrilled
to
be
joined
today
by
two
cofounders
of
yak.
We're
gonna
be
talking
all
things
remote,
so
hunter
and
jordan.
Thank
you
very
much
for
joining
me
today.
I
give
the
audience
an
overview
of
what
yak
is
and
then
dive
into
your
first
questions.
Yeah.
B
For
sure,
thanks
man,
thanks
for
having
us
on
like
so
my
name-
is
hunter
mckinley
I
am
the
CMO.
The
chief
marketing
officer
at
yak
and
with
me
is
Jordan
Walker.
He
is
the
CEO
o
yak
is
a
asynchronous
collaboration
platform
for
remote
teams,
so
basically
like
snapchat
or
you
could
send
voice
messages
and
images
and
screen
recordings
to
your
team.
So,
like
you
and
I
right
now,
we're
not
in
the
same
room.
B
So
obviously
we
needed
to
do
this
over
a
zoom,
but
if
we
were
on
different
time
zones
that
probably
wouldn't
be
possible,
so
yak
allows
you
to
collaborate
with
your
team
if
you're
not
in
the
same
time
zone
if
you're
not
in
the
same
office
and
what
better
time
than
right
now
during
a
virus
outbreak
to
be
going
remote.
So
we're
really
excited
to
be
talking
to
you,
especially
as
one
of
the
largest
fully
remote
organizations
out
there.
C
B
A
Every
day
is
different
and
that's
kind
of
the
beauty
of
our
remote,
so
we're
a
fully
asynchronous
team,
and
so
even
if
you
want
to
adjust
your
day
day
to
day,
we
don't
have
rigid
working
hours
which
allows
every
day
to
be
highly
dynamic.
For
somebody
like
me,
I
really
value
that
of
late
I've
been
using
my
mornings,
while
it's
daylight
to
spend
with
my
family
and
go
on
a
walk
with
my
wife
and
son.
A
Was
to
bed
pretty
early,
so
I've
shifted
my
day
to
work
a
little
bit
more
evening
when
he's
in
bed
and
it's
dark
outside
I'm,
just
more
productive.
So
that's
one
of
the
subtle
nuances
that
Remote
allows,
but
it
makes
my
day-to-day
along,
whereas
in
terms
of
what
I
actually
do
I
work
with
other
companies
and
empowering
them
and
influencing
them
and
giving
them
the
knowledge
on
how
to
work
better
remotely.
A
We
fundamentally
believe
that
if
gitlab
can
influence
the
proliferation
of
remote,
virtually
all
remote
companies
that
the
rising
tide
will
lift
all
boats
a
lot
of
those
companies
whose,
when
they're
going
handbook,
first
and
they're
implementing
a
lot
of
the
things
that
we
do
get
lab,
is
an
amazing
tool
to
use
to
build
your
handbook,
and
so
there's
some
cross-pollination
between
gitlab
the
product
and
get
lapped
the
advice.
I
also
work
really
closely
with
hiring
onboarding
or
recruiting
making
sure
that
people
that
join
get
lab
are
on
board
in
the
right
way.
A
A
lot
of
people
are
joining
with
decades
of
experience
and
a
co-located
space
and
they're
coming
into
a
fully
all
remote
environment.
It's
different
and
so
I'm
there
to
help
guide
them,
help
them
acclimate
help
them
understand
how
to
optimize
optimize
their
workspace
and
just
think
about
structuring
their
day-to-day
differently
if
it's
still
far
into
them.
Yeah.
C
A
Caleb
was
all
remote
from
the
beginning.
The
first
three
members
of
gitlab
were
actually
in
three
different
countries,
and
so
by
a
nature,
it
became
remote
right
away.
Now,
when
the
founders
came
to
California,
to
do
Y
Combinator
when
they
graduated
Y
Combinator,
because
it
was
the
thing
to
do,
they
were
kind
of
forced
into
an
office
and
I
lasted
about
a
week.
People
just
stopped
showing
up
and
work
kept
getting
done,
so
they
just
stopped
paying
for
the
office.
A
It
just
wasn't
necessary
and
it
was
built
into
the
fabric
of
the
company
from
the
beginning.
We
fundamentally
believe
that
all
remote
is
the
purest
form
of
remote
because
it
puts
everyone
on
a
level
playing
field.
There's
not
an
epicenter
of
power.
There's
not
a
time
zone,
that's
more
important
than
another.
If
there's
not
a
geography,
that's
more
important,
so
everyone
is
equal,
everyone's,
a
first-class
citizen.
However,
we
recognize
that
most
companies,
if
they
are
remote,
are
hybrid,
remote
to
some
degree.
A
There's
usually,
some
amount
of
people
then
go
into
at
least
one
office
and
then
a
subset
that
works
outside
of
the
office,
and
so
we
work
with
those
companies
to
try
to
implement
remote
first
practices
so
that
they're
ready
for
the
remote
revolution.
Companies
are
only
going
to
grow
remotely.
Even
if
it's
office
to
office,
those
offices
are
remote
to
each
other.
Yeah.
C
A
That's
a
great
question
so
when
I
initially
joined
I'm
on
the
marketing
team,
and
so
a
lot
of
my
job
was
marketing
externally,
so
communicating
with
press
media
and
doing
podcast
and
panels
helping
the
world
understand
what
we're
doing
pioneering
culture.
Pioneering
people
pioneering
the
way
we
work.
The
media
knows
what
we
do
from
the
dead
off
side
of
things,
from
the
technical
side
of
things,
but
less
so
on
the
people
side
of
things.
A
B
That's
amazing
I
mean
yeah
man.
How
did
you
so
when
you
say
you
went
from
three
hundred
to
a
thousand
I
mean
you
had
to
have
the
processes
in
place
like?
Could
you
just
walk
us
through
like
some
of
those
processes,
because
it
sounds
like
you?
Basically,
it
sounds
like
a
sass
right.
They
can
sass.
You
can
just
infinitely
scale
up,
I
mean.
What's
stopping,
you
can
go
in
from
like
a
thousand
to
ten
thousand
this
point,
so
they
just
tell
us
a
little
bit
about
some
of
the
processes
that
you
put
in
place.
Yeah.
A
A
Made
a
fundamental
decision
early
on
to
work
him
up.
First,
to
document
everything
about
the
company,
even
as
nuanced
as
the
PTO
policy
as
the
benefits
that
are
available
to
people,
the
FAQ
and
the
jobs
page.
All
of
that
was
written
down
and
documented
in
a
public-facing
handbook.
So
I
just
want
to
be
clear.
There
is
no
internal
handbook
and
get
lab
literally
everything
about
how
we
run
our
company
is
public
to
the
world.
What
the
world
sees
is
exactly
what
we
see.
A
So
we
have
that
accountability
that
anything
that
we're
going
to
merge
and
change
in
the
handbook
needs
to
be
good
enough
for
the
world
to
consider
and
that's
an
awesome
accountability
trigger.
So
if
you
printed
the
handbook
out,
if
you
google
get
lab
handbook,
if
you
printed
that
out,
it's
over
3,000
pages,
so
I'm
personally
responsible
for
the
all
remote
section
of
the
page.
A
So
if
you
google,
get
labs
guide
to
all
remote
you'll,
see
all
of
the
guides
that
I've
stood
up
on
how
we
do
meetings,
how
we
do
a
sync,
what
we
think
about
documentation?
How
are
you
hiring
in
compensation
all
those
things,
but
the
fundamentals,
things
like
communication,
things
like
how
do
we
do
asynchronous?
How
do
we
do
meetings
all
of
that
was
documented
before
I
joined,
so
that
in
my
onboarding
process,
I
simply
read
and
ingested
what
was
already
documented?
A
So
there
was
a
zero
and
there
was
nothing
to
discover
and
figure
out
on
my
own.
It
was
all
there
and
if
I
got
a
few
weeks
into
the
job
and
I
thought
I'm
curious.
How
this
happens.
All
I
have
to
do
is
make
a
query
in
the
handbook
and
sure
enough.
There's
a
handbook
page
there
outlining
how
it's
done
even.
A
Mundane
as
how
do
you
fill
out
an
expense
report
at
a
normal
company,
you
have
to
chop
someone
on
the
shoulder.
They
walk
you
through
it
and
get
loud.
We
just
search
for
an
expense
report
in
the
handbook
and
the
entire
step-by-step
guide
is
there,
which
at
scale
creates
massive
efficiencies,
because
you
have
hundreds
of
people
that
are
able
to
self-service
and
find
the
answers
they
need
when
they
need
them,
regardless
of
what
time
zone
they're
in
instead
of
having
to
bother
someone
with
something,
that's
already
written
down
right.
B
Right,
it's
amazing,
well,
I
mean
just
one
of
the
things
that
you
guys
wrote
down
was
that
decision-making
is
something
that's
not
based
on
like
a
hierarchy
or
it's
sometimes
based
on
a
hierarchy,
but
I'll
read
just
a
sentence
of
it.
Voting
on
material
decisions
shows
a
lack
of
informed
leadership.
So
when
you
talk
about
how
people
are
equal
and
you
everyone,
he
called
it
a
first-class
citizen,
everyone's
a
first-class
citizen
gitlab,
but
then
it's
also
not
a
democracy.
B
A
So
I'm
gonna
say
two
things
here:
the
first
is
we
separate
decision-making
from
decision
and
gathering.
Most
companies
try
to
combine
that
in
one,
so
they
just
try
to
get
a
meeting
together
where
they
gather
consensus,
and
then
they
also
make
the
decision,
but
that's
a
really
archaic
way
to
do
it
and
it
almost
never
works
a
synchronously.
So
instead
you
want
to
put
a
notion
out.
A
There
gather
feedback
on
it,
not
looking
for
consensus,
you're,
simply
looking
for
input
on
the
idea
and
then
the
next
stage
of
it
is
to
hand
it
over
to
the
directly
responsible,
individual,
the
GRI
and
they
make
the
decision
area.
So
you
separate
decision
making
from
the
inputs
that
go
into
it
now,
practically
speaking
how
that
works?
Yes,
as
we
want
to
get
lab,
is
empowered
to
contribute.
We
fundamentally
believe
that
everyone
can
contribute,
so
they
live
hambo.
A
For
example,
the
all
remote
section
is
mine,
I'm
responsible
for
it,
but
anyone
in
the
in
the
country,
finance,
engineering,
design,
it
doesn't
matter.
Anyone
can
make
a
merge
request
to
add
or
try
to
delete
something
in
the
all
remote
section,
and
then
they
just
assign
it
to
me,
so
they
can
make
their
case
for
why
they're
making
this
change.
Sometimes
it's
as
simple
as
hey
I
fixed
a
typo.
Sometimes
it's
something
that's
more
significant.
Like
hey,
my
group
did
meetings
new
way,
I
think
we
should
add
this,
so
we
can
make
this
page
better.
A
So,
if
you're,
the
code
owner
of
the
finance
section
of
the
handbook,
for
example,
if
I
make
a
proposal
to
change
something
in
the
finance
section
and
I
put
my
heart
and
soul
into
it,
like
lay
out
the
proposal,
this
is
what
I
believe
the
actually
DRI
of
the
finance
page
has
no
obligation
to
even
acknowledge
that,
like
they
don't
even
have
to
look
at
it,
they
definitely
don't
have
to
merge
it.
They
don't
even
owe
me
a
response.
A
This
is
the
only
way
it
works,
but
we
built
a
culture
where,
if
you
put
together
a
functional
great
proposal,
we
also
have
sub
values
like
see
each
other
succeed,
blameless
problem
solving
be
nice
to
one
another,
be
kind
with
other
give
each
other
permission
to
play
when
you
use
these
values
in
a
meaningful
way.
Chances
are
high
that
if
somebody
puts
in
an
amazing
amount
of
effort
to
contribute
to
your
code,
your
domain
you're
gonna
at
least
read
it.
You
want
to
be
able
to
read
all
of
it.
A
It's
just
like
hundreds
of
comments
pour
in,
but
we're
professionals
and,
at
the
end
of
the
day,
I'm
the
DRI
for
my
side
and
I'm
accountable
for
making
sure
it's
as
great
as
you
can
be,
and
that
includes
did
I
ignore
something
that
could
have
made
it
better
or
not.
So
the
checks
and
balances
work
out,
and
it's
amazing
what
happens
when
you
empower
everyone
to
contribute
to
the
fabric
of
the
company,
because
now
everyone
is
invested.
When
you
give
a
designer
the
power
to
change
finances
pages,
that's
really
empowering
it
makes
you
think.
A
What
can
we
do
on
the
finance
side
to
be
a
better
company?
What
can
we
do
on
the
human
operation
side
to
be
a
better?
What
can
we
do
on
the
engineering
side?
What
do
I
want
to
learn
about
engineering
so
that
I
can
contribute
to
that?
You
create
this
sort
of
natural
organic
interest
in
cross
division
collaboration
that
you
won't
get
any
other
way
in.
C
General,
that's
like
one
of
the
biggest
about
going
remote,
some
of
the
companies
that
we've
talked
to
and
have
that
public.
You
know
whatever
this
person
does
this
or
this
person
tries
to
do
that,
but
it
sounds
like
you
guys
are
kind
of
the
opposite.
In
fact,
you're,
like
you,
said,
empowering
people
to
make
these
decisions.
C
A
Speaking,
yes,
remote
kind
of
removes
the
command
and
control
that
has
been
so
pervasive
in
co-located
environments
for
so
long,
and
it's
long
overdue,
like
seeing
someone
in
a
seat
is
not
indicative
of
how
much
they're
working
seeing
someone
smile
in
a
cubicle
across
from
you
is
not
indicative
that
all
is
well
with
their
life
like
just
because
they
look.
Okay
doesn't
mean
they're,
okay,
and
so
it's
remote,
its
kind
of
democratizing
that
and
tearing
down
some
of
those
preconceived
norms
that
have
just
happened
in
co-located
spaces.
A
Just
because
you
know
there
is
a
fear
of
like
well
they'll
just
do
anything
if
we
empower
them
to
do
anything,
but
here's
the
the
difference.
No
one
in
get
lab
can
just
do
anything.
You
have
to
submit
a
merge
request
to
change
something
to
ship
a
new
line
of
code
to
change
something
in
the
product.
Everyone
can
make
a
request,
but
only
the
DRI
can
actually
merge
this
and
push
the
change
out
to
the
world.
That's
the
difference,
so
there's
no
risk
in
letting
the
whole
company
make
proposals.
A
The
beauty
of
using
get
lab
the
product
to
manage
all
of
our
company.
Even
our
marketing
projects
we
use,
get
labs,
so
it
allows
people
to
essentially
operate
in
the
sandbox.
You
can
make
any
proposal.
You
want
far-fetched
or
crazy,
as
it
may
be,
make
the
proposal
like
make
the
merge
requests
surface
it
to
people
get
feedback
on
it.
It
may
never
happen,
but
it
was
a
good
exercise
and
people
learn
when
they
see
that
and
people
are
just
more
likely
to
put
good
thoughts
out
there
than
just
stifle
it.
A
A
C
About
how
seeing
someone
smile
doesn't
work
exactly
work,
something
that
we
talk
about
a
lot
of
them.
First
use
dizziness
in
their
in
an
office
environment
like
oh
man,
I
got
a
wouldn't
like
I'm
working
or
like
be
online
on
slack
right
now.
If
I
look
the
part,
you
know,
someone
assumes
oh,
they
must
be
working,
they
must
be
happy.
That's
perfect,
I
think
it's
really
a
good
thing
that
you
guys
think
about
that
that
the
same
way,
that's
just
you
know,
really
really
interest
and
it's
one
where
people
actually
aren't
getting
the
work
done.
A
Actually,
the
wrong
metric
to
go
after.
So,
if
you
look
at
get
labs
values,
results
is
our
top
value
and
we
measure
and
appreciate
result
theirs
or
ours
and
in
fact,
part
of
the
reason
we
are
so
disciplined
about
everything
meetings
is
a
great
example,
quick
aside
on
that,
the
only
meeting
at
get
lab
that
you
can
have
without
an
agenda
as
a
coffee
chat.
You
can
just
talk
about
anything
life
or
whatever
for
every
other
meeting.
A
Your
gonna
think
twice
about
even
calling
for
a
lot,
because
the
first
thing
that
calls
the
meeting
has
to
fix
an
agenda
so
that
people
can
contribute
asynchronously.
So
if
they're
not
gonna,
be
able
to
make
the
call,
you
have
to
give
them
the
opportunity
to
write
their
questions
down
in
advance
and
someone
else
can
verbalize
it
and
document
it
for
them.
It
has
to
be
inclusive
people
that
even
are
sleeping.
While
the
call
has
happened.
A
You
have
to
be
inclusive
of
that
and
give
them
the
chance
to
contribute
asynchronously
and
then,
after
that,
it's
on
the
burden
of
the
meeting
organizer
to
contextualize
what
happened:
I'll
just
transcribe,
but
actually
click
context
around
it
and
inject
those
into
the
appropriate
places
in
the
handbook.
It's.
A
Work
so
you're
gonna
think
twice
about
doing
that,
because
it'd
be
a
lot
easier
to
just.
Do
it
a
sink
and
skip
the
meeting
all
together
and
we
want
that
forcing
function
in
place
so
that
meetings
just
don't
happen
haphazardly
and
I've
gone
so
far
down
this
meeting
thread
I.
Think
I'm,
like
DVM,
you
remind
me
what
that
original
question
was
no.
C
C
B
A
A
Request
and
then
assign
it
to
the
right
person
to
make
sure
you
got
the
details
right
and
then
the
DRI
were
to
merge
it.
So
it's
it's
really
on
all
of
us.
I've
actually
just
did
a
podcast
earlier,
where
I
told
the
hosts.
One
of
the
things
we
try
to
hire
for
is
not
just
for
someone
that
can
light
well
or
document,
but
that's
a
great
storyteller,
because
at
a
fully
remote
company
we
have
to
communicate
with
low-context.
A
So
if
you
google,
get
lab
low
context,
communication
I
stood
up
a
handbook
page
on
this,
explaining
what
it
is,
but
we
have
to
deliver
messages
with
lots
of
precision,
lots
of
detail,
and
you
have
to
put
context
around
the
project.
Think
two
or
three
questions
ahead
of
what
might
be
asked
of
me
on
this,
because
you
got
to
remember
when
you're
moving
a
project
forward.
The
ideal
way
to
do
it
is
to
do
it
in
a
way
where
you
assume
everyone
else
is
asleep.
A
So
if
you
say
alright,
literally
no
one
on
the
company
in
the
company
is
online
right
now.
How
do
I
move
this
fault?
That
will
put
you
in
an
asynchronous
mindset
and
it'll
help
shape
your
story
add
context
whatever
you're
writing
down
such
that
whenever
anyone,
your
team
wakes
up
and
they
see
it,
they
have
the
right
context
to
take
the
next
step
without
waking.
You
up.
That
is
the
ultimate
goal
and
if
you
can
accomplish
that
at
scale,
you'll
have
the
most
efficient
team
in
the
world
and.
B
A
I've
worked
remotely
in
various
stages
of
remote,
my
entire
career,
so
that's
14
years
now,
and
then
some
companies
I,
was
in
the
minority.
I've
worked
at
one
company
where
we
had
about
seven
offices
globally,
but
only
about
10
people
were
fully
remote
and
we
had
no
remote
infrastructure
whatsoever.
No
Microsoft
teams,
no
slack.
It
was
like
group
iMessages.
Oh
my.
B
A
Was
a
struggle
and
now
I'm
working
in
a
place?
That's
a
hundred
percent
remote
where
they
have
everything
dialed
in
you,
don't
have
everything
completely
figured
out.
Even
get
lab
is
iterating
all
the
time,
but
we're
in
a
good
spot
compared
to
most
places
so
I
have
that
experience
of
knowing
like
how
rough
it
can
be,
but
still
in
a
remote
space
to
kind
of
a
utopia
of
remote
that
we're
still
figuring
out
in
real
time
Wow.
A
B
A
For
the
most
part,
yeah
really
really
we
we
have
dris,
but
a
lot
of
times
in
a
co-located
space.
A
project
manager
simply
exists
to
get
various
elements
or
various
departments
in
the
company
on
the
same
page.
So
if
you're
managing
a
project
that
needs
a
website
stood
up,
then
you
need
to
get
web
design
involved
and
then,
if
there's
messaging
involved,
you
also
have
to
get
corporate
communications
to
make
sure
it's
that's
okay
and
maybe
there's
something
that
like
legal
needs
to
get
involved
in
so.
A
Forth
so
a
project
manager
is
like
okay
got
it.
I'm
gonna
try
to
get
as
many
of
the
right
people
as
possible
brought
into
this.
The
reason
why
we
don't
need
that-
and
this
is
a
real
example
for
them
right
now-
I'm
working
with
a
team
to
do
an
all
remote
report
based
on
a
survey
that
we've
commissioned
to
get
lab
as
commissioned.
So
this
is
the
first
time
we're
ever
doing
this,
so
we
have
to
work
with
a
third-party
agency
to
get
the
answers.
A
I
need
to
work
with
my
own
internal
teams
to
stand
up
a
website.
I'm
talking
to
design
to
design
a
PDF.
That's
gonna
send
out
to
media
I'm
working
with
our
PR
team
to
develop
my
press
release
many
many
areas
of
the
company
that
they're
not
touching
I'm,
not
a
project
manager,
but
what
I
know
how
to
do
is
start
a
Gil
AB
issued
and
tag
the
right
people
in
the
right
parts
of
the
company
and
how
do
I
know
this
because,
like
everything
at
get
lab,
our
org
chart
is
public.
A
So
if
you
google,
gitlab
org
chart,
you
can
just
find
who
does
what?
So
it's
very
simple:
I
don't
have
to
be
a
project
manager,
I,
just
look
at
our
org
chart
and
like
oh
great
yeah,
there's
somebody
in
design
and
if
I
tag,
the
wrong
person
and
design.
Let's
say:
I
stand
this
up
and
I'm
laying
out
the
deadlines
and
I
need
everybody
and
I
tag,
the
wrong
person
who
design
or
so
we
have
a
sub
value
of
blameless
problem
solving
coupled
with
see
each
other
succeed.
A
So
at
a
normal
company,
normal
company,
you
may
get
chastised
for
that,
like
oh,
this
person
doesn't
know.
What's
going
on,
like
they're
tagging
the
wrong
person,
what
do
they
do,
but
a
get
lab,
it's
a
whole
different
culture
or
it's
like
oh
yeah,
cool
I,
got
understand
why
you're
doing
that
I'm?
Actually,
not
the
designer
leaf,
or
things
like
this,
so
I'm,
just
gonna
untag
myself
on
assign
myself
and
I'm
gonna
reassign
the
right
person
and
I'm
gonna
help
you
out.
A
It's
really
simple,
but
the
core
thing
about
that
it
doesn't
happen
in
most
companies
is
the
kindness
of
hey.
This
person
tried
to
do
something
they
took
initiative.
They
did
it
himself.
It
was
a
little
off,
so
let's
just
help
them
fix
it
and
that's
that's
a
cultural
thing.
Man
I,
don't
know
any
other
way
to
put
it,
but
it's
just
baked
into
who
we
are
as
a
company.
Okay,.
B
A
A
B
Keep
us
more
relevant
to
like
the
second,
before
the
call
we
were
talking
about
coronavirus.
Obviously
that
presents
a
lot
of
problems
in
the
world,
but
I
we
just
put
a
blog
out
recently
about
how
Iran
Japan
South
Korea
these
countries
are
really
empowering
their
their
employees
to
go
remote.
Could
you
just
I'm
just
curious,
how
that's
impacted
your
life
and
it
led
get.
A
Lab
as
a
whole,
it's
a
minimal
impact
because
we're
all
all
remote
already
so
I
think
the
only
real
impact
would
be
if
you
don't
usually
work
from
home,
so
get
lab,
isn't
work
from
home.
We
just
tell
you,
there's
no
office
to
commute
to
so
we
will
happily
reimburse
co-working
fees
or
external
office
fees
if
an
external
space
is
more
amenable
to
your
working
and
we
have
about
20%
of
the
company
on
a
monthly
basis
that
takes
us
up
on
that
they
just
prefer
to
work
outside
of
their
home,
for
whatever
reason
doesn't
matter.
A
A
What
you
see
happening
is
a
lot
of
companies
are
being
thrust
into
this
kind
of
crisis,
driven
work
from
home
phenomenon,
which
is
fundamentally
different
than
an
intentionally
structure,
remote
work
environment,
and
so,
while
it's
easy
to
say
like
oh
there's,
a
bunch
of
companies
doing
remote,
it's
actually
doing
a
disservice
to
the
term
remote,
because
a
crisis
driven
forced
work
from
home
is
very
different
than
doing
something
intentional.
A
lot
of
these
companies
have
no
intention
of
remaining
work
from
home.
A
A
lot
of
these
companies
might
not
have
the
right
tools
and
processes
to
do
it.
They
don't
have
a
house
expert
on
acclimating
to
their
mode
and
they're,
not
being
intentional
about
doing
things
different
now
that
they
are
remote.
So
a
lot
of
companies
I'm,
seeing,
unfortunately
we're
trying
to
replicate
the
in
office
environment
remotely.
So,
for
example,
if
there
was
like
a
scheduled
board
room
meeting
with
30
people
in
it,
they're
just
trying
to
shoehorn
30
people
into
a
zoom
call
instead
of
thinking
hey.
Could
we
do
this?
A
I
synchronously,
but
that's
the
kind
of
question
you
would
ask
if
it
was
an
intentionally
structured
program
when
you're
just
thrust
into
it.
It's
a
crisis,
driven
type
of
situation.
You
might
not
feel
like
you
had
the
time
to
do
something
like
that.
So
we
were
seeing
the
world
kind
of
look
to
to
get
lab
in
some
ways
on.
A
How
do
we
do
this
well
and
if
you're,
watching
this
and
you're
in
a
company
where
that's
the
case,
I
would
encourage
you
to
google
get
labs
guide
to
all
remote
and
I
will
include
the
link
in
the
show,
notes
and
we've
setup
gods
on
how
we
do
it.
It's
all
open-source
copy
it
implement
it,
and
you
can
make
a
merge
request
to
contribute
ways
to
make
it
better.
B
I
got
a
lot
out
of
this.
I
mean
I.
Think
one
of
the
one
of
the
coolest
things
about
get
lab
is
how
you
have
everything
fully
fully
public
and
I've.
Seen
this
movement
I,
don't
know
if
you
guys
were
the
first
ones
to
do
it,
but
I've
seen
this
movement
of
sharing
metrics
and,
in
your
case,
handbooks
and
I,
just
think
it's
really
powerful
to
have
the
world
being
your
accountability,
not
just
for
terminally.
B
A
Actually,
no
I
appreciate
it.
I'll,
just
close
by
saying
the
it's
not
like
the
remote
is
the
future
of
work.
Remote
is
already
here
we're
just
finally
hitting
them
where
companies
are
willing
to
it.
Hey.
You
know
we
are
company,
even
though
we
have
two
offices
that
remote
to
each
other,
we
should
probably
figure
out
how
to
be
more
transparent
and
that's
great.
For
us,
I
mean
we
want
more
companies
to
embrace
this
and
more
people
doing
remote,
better,
the
better
for
for
everyone
involved.
So
thank.