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From YouTube: A guide to remote work, with 500 Startups and GitLab
Description
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A
B
A
Well,
thank
you
so
much
Erin
for
taking
time
to
meet
or
to
speak
with
us
here
at
the
500
startups
family.
It's
not
only
amazing
to
have
you,
but
we're
really
excited
to
talk
about
this
hi
everyone.
My
name
is
Taylor
Shaw
I
am
the
chief
of
staff
at
500
startups.
So
even
before
the
pandemic
struck,
remote
work
was
accelerating
in
the
US.
The
share
of
the
labor
workforce
from
the
home
has
tripled
in
the
past
15
years,
according
to
Federal
Reserve.
A
Another
interesting
fact
that
I
was
able
to
pull
last
Wednesday
34,000
people
downloaded
zoom
and
60,000
that
were
in
the
US
alone.
That's
compared
into
90,000
people
worldwide,
you're,
almost
looking
at
almost
three
three
times
than
many
people
have
downloaded
just
in
a
single
day.
That
was
only
two
months
ago.
So
the
work
from
home,
the
remote
working
collated
workforce,
is
now
taking
off
like
a
rocket
ship
and
I.
A
Couldn't
think
of
anyone
better
to
speak
about
this,
then
Darren,
the
head
of
remote,
I,
guess
bad
and
which
is
get
lab,
is
also
a
500
stars,
portfolio
company
so
again
Darren.
Thank
you.
So
much
for
attending
and
speaking
with
us
and
I'd
love.
If
you
could
just
give
us
a
quick
background
about
yourself
as
well
as
get
that
yeah.
C
Absolutely
you
know,
thank
you
all
so
much
for
attending
today.
I
know
time
is
precious,
so
I
really
do
appreciate
it.
So
I've
been
working
across
the
remote
spectrum
from
no
remote
to
hybrid
remote
to
now
all
remote.
My
entire
career,
so
I've
seen
a
lot.
I've
learned
a
lot
and
I'm
happy
to
share
that
with
you.
C
So
if
you're
not
familiar,
gitlab
is
actually
the
world's
largest
all
remote
companies,
so
we're
over
1200
people
now
across
more
than
65
countries
with
no
offices
whatsoever,
so
that
forces
us
to
implement
a
lot
of
remote
first
practices,
because
we
have
no
alternative
so
today,
I'm
hoping
to
share
some
of
what
we've
learned
so
that
you
can
implement
that
in
your
companies
as
well.
Now.
A
So
as
we
as
I
started
thinking
about
how
what
is
the
best
way
to
kind
of
structured
this
time
together,
I
kind
of
thought
about
three
topics
that
I
quickly
wanted
to
speak
about
and
highlight,
and
then
additionally,
we
can
also
dovetails
into
other
topics
that
I
think
as
you
deem
effective
for
this
conversation.
So
the
three
topics
that
I
was
thinking
for
thinking
about
was
one
with
how
to
operate
and
run
a
remote
workforce.
A
The
other
one
was
building
a
remote
culture
and
then
also
being
a
venture
capital
firm
and
then
thinking
about
the
future.
What
is
the
future
of
the
work?
Look
like
especially
with
this
now
co-located
remote
working
environment.
So
each
of
these
sections
I
would
like
to
maybe
take
roughly
around
10
minutes
or
so
to
speak
about
at
the
end,
as
I
spoke
about
earlier,
we'll
be
opening
it
up
to
Q&A
for
the
Q&A
section.
A
So
as
we
think
and
jump
into
the
first
section,
operating
a
remote
workforce,
so
I
guess
there
and,
as
you
you've
scaled
the
organization
to
such
a
1,200
now
people
and
when
you
think
about
operating
and
remote
workforce.
One
of
the
first
things
that
you
think
about
is
around
hiring.
So
I
guess:
could
you
kind
of
explain
a
little
bit
into
the?
What
are
the
specific
traits
or
characteristics
as
you
look
for
in
an
individual
when
hiring
for
an
all
remote
company,
yeah.
C
No,
it's
a
great
question
and
I'm
going
to
reference
our
handbook
a
lot
so
for
those
that
are
familiar,
get
lab
has
no
internal
handbook.
We
only
have
one
handbook
and
it's
public
to
the
world.
So
if
you
google,
get
lab
guide
to
remote,
you'll
find
remote
section
of
our
handbook,
which
is
most
relevant,
sweet
tooth
discussion
today.
C
But
if
you
printed
the
entire
handbook,
it
would
be
over
3,000
pages,
so
it's
pretty
it's
pretty
encompassing
and
of
course,
if
you're,
just
starting
the
handbook
now
you'll
start
with
one
page,
you
can
grow
it,
but
the
reason
I
prefaced
with
that
is
you'll
notice
on
our
values.
Page
I
would
definitely
encourage
you
to
Google,
get
lab
values
and
don't
just
look
at
the
overarching
values,
but
the
sub
values
beneath
them
that
really
substantiate
what
they
mean.
You'll
notice
in
there
that
we
look
for
people
that
are
managers
of
one.
C
So
this
is
an
essential
trait
in
a
remote
team,
because
no
one
can
micromanage
someone
who
is
remote,
there's
no
office
to
look
over
someone's
shoulder,
not
that
you
would
want
to
be
doing
that
anyway.
So
I
see
remote
as
a
great,
forcing
function
to
break
out
of
those
old-school
micromanagement
norms.
So
what
does
a.
B
C
Of
one,
it
encapsulates
a
lot
and
it's
a
little
bit
different
from
person
to
person,
but
the
main
things
we
look
for
in
hiring
are
for
someone
to
be
an
amazing
storyteller.
You
think
why
storytelling,
regardless
of
function
when
you're
in
a
remote
team,
you
have
to
communicate
asynchronously,
it's
likely
that
your
team
is
not
going
to
always
be
the
same
time
zone
or
the
same
place.
So
whatever
you
communicate
about
a
project
or
status
or
an
update,
it
needs
to
have
an
amazing
amount
of
precision
and
detail
around
it.
A
No,
that's
awesome,
I
mean
I,
think
not
only
those
values
that
are
documented
in
the
handbook
can
now
be
applied
to
all
remote
companies.
They
can
also
be
applied
to
companies
that
are
either
hybrid
or
also
in
person
and
I.
Think
when
you
highlight
the
manager
of
one,
it's
really
an
also
storytelling.
Those
are
definitely
characteristics.
I
guess,
could
you
quickly
maybe
jump
into?
How
do
you
actually
question
or
test
for
an
individual
who
is
a
great
story,
peddler
or
manager?
What,
if
you
could
maybe
provide
a
question
or
two
that
I
like
that
yeah.
C
I
mean
a
lot
of
it
kind
of
goes
back
to
the
sort
of
101
SWOT
analysis.
It's
pretty
typical
in
an
interview
to
ask
someone
to
walk
you
through
a
situation
that
they
faced
at
work
where
it
was
a
challenge
something
was
thrown
at
them.
There
wasn't
necessarily
in
the
job
description.
What
did
they
do
with
that?
What
opportunities
did
they
see?
What
actions
did
they
take?
B
C
Walking
you,
through
their
logic,
I
mean
that's
a
good
sign
that
they're
a
good
storyteller,
and
then
they
can
think
a
few
steps
ahead
of
whatever
the
current
crisis
or
issue.
Currently
is
the
other
thing.
Is
it's
it's
pretty
easy
to
get
people
to
talk
about
work
that
they've
done
when
they're
not
in
the
office?
C
So
even
if
someone
has
never
quote-unquote
worked
for
a
remote
company
before
chances
are
high,
that
they
have
done
some
amount
of
work
on
a
project
while
on
an
airplane
or
at
a
hotel
or
at
a
conference
somewhere
where
other
people
were
not,
and
even
if
you're
talking
to
people
straight
out
of
university
chances
are
high.
That
they've
worked
on
a
group
project
where
some
of
the
people
were
on
campus.
Some
of
the
people
were
in
dorms
or
off
campus
and
the
work
was
accomplished.
C
A
No
I
think
that's
amazing.
I
think
you
also
highlighted
on
a
really
interesting
fact
was
that
when
we're
working
from
the
airplane
or
on
the
BART
and
looking
at
our
phone
or
on
the
train
or
in
our
car,
we're
actually
working
remotely,
even
though
we
don't
think
about
it
as
working
remotely.
So
even
though
we
are
in
a
physical
office
location
at
times,
we
are
doing
work
remotely,
but
not
really
classifying
an
ad
to
remote
work
and.
C
C
In
Seattle
and
then
another
headquarters
in
Singapore,
those
offices
are
remote
to
each
other,
so
it
makes
sense
to
implement
remote
first
practices,
if
only
for
those
two
offices
to
communicate
better
and
even
if
you're
in
one
building.
But
you
have
people
on
multiple
floors.
Those
people
are
remote
to
each
other,
I
mean
how
often
have
we've
been
in
the
situation.
C
We'll
run
multiple
floors
instead
of
figuring
out
if
the
elevators
working
or
going
upstairs,
we'll
just
hop
on
us
or
hop
on
a
hangouts
and
talk
to
someone,
that's
15
feet
away,
but
the
floor
between
us.
So
we've
been
working
remotely
for
a
long
time.
A
lot
of
companies
just
haven't
been
willing
to
it.
C
Been
remote
from
the
start,
so
we
built
our
onboarding
process
for
remote.
The
good
news
here
is
like
everything
our
onboarding
template
is
also
public,
and
so
we
use
get
lab
the
product,
an
issue
tracker
to
actually
start
someone's
onboarding,
and
so
we
have
over
200
check
boxes
in
this
issue
tracker
and
it
spans
over
four
weeks,
we've
segmented
out
by
time,
so
that
when
they
start
a
job
here,
they
know
exactly
what
they
need
to
do
on
days,
one
through
five,
five
through
ten,
so
on
and
so
forth.
C
So
that's
super
prescriptive
and
if
you're
jumping
into
that
now
I
would
say
the
the
clear
takeaway
there
is
remove
as
much
ambiguity
as
you
possibly
can
make
it
super
clear
what
people
need
to
do
and
what
is
optional
and
can
wait
when
they're
onboarding.
The
other
thing
is
make
make
effort
to
connect
with
people
through
zoom
or
voice
calls
whatever
they
may
prefer.
You'll
find
that
some
people
actually
love
a
solo
self
learning
onboarding
a
lot
of
people
that
joined,
get
lab,
love
that
they
can
do
onboarding
in
isolation.
C
That
everyone
wants
the
FaceTime.
You
should
use
this
opportunity
to
ask
them.
How
do
you
prefer
to
learn?
Do
you
want
a
lot
of
people
that
we
should
be
just
get
on
as
doing
call
all
day
with
other
people
that
are
starting
this
week?
We
can
do
that
if
you
would
prefer
self
learning,
we
prefer.
You
know
here's
the
documentation
go.
Do
it
call
me
when
you
need
me
kind
of
thing,
so
you
can
learn.
C
C
Whether
it's
someone
who's
been
at
the
company
for
a
while,
and
this
person
is
kind
of
their
direct
line
to
all
questions,
and
this
helps
it
gives
them
a
crutch.
It
gives
them
a
person
to
lean
on.
They
can
ask
all
the
silly
questions
they
want
and
not
feel
like
they're
imposing
on
the
broader
organization
and
funnels
all
of
that
into
one
person.
Who's
been
there
long
enough
to
know
who
to
ask
beyond
that.
C
B
C
A
I
think
again,
a
lot
of
similar
characteristics
not
only
being
an
all
remote
company.
Can
you
apply
some
of
these
procedures
and
standards,
which
you
can
also
apply
them
being
again,
a
hybrid
company
or
a
non
prime
company
and
so
again,
I
think
as
the
corporate
or
companies
who
are
attending
or
any
individuals
attending
right
now
you
can
really
leverage
the
lessons
learned,
not
only
through
get
babban
in
their
handbook
and
their
transparency,
but
also
take
those
and
make
modifications
will
work
best
for
your
company
as
well.
Yeah.
C
A
That's
amazing,
I
think,
as
we
speak
about
the
handbook
and
and
kind
of
get
labs
philosophy,
one
of
the
things
that
I've
also
heard
during
your
conversations,
a
lot
in
as
well
as
the
documentary
mentioned.
A
lot
in
the
handbook
was
around
the
importance
of
documentation
being
an
all.
Remote
company
are
really
a
co-located
company
or
just
a
company
in
general.
So
I
guess:
can
you
explain
a
little
bit
more
around
the
importance
of
documentation
and
how
does
it
work?
Is
that
yeah.
B
C
Want
to
caution,
you
don't
just
dive
into
documentation
without
any
strategy.
In
fact
a
Gil
lab.
We
say
we
work
handbook.
First,
that's
a
very
intentional
approach
to
how
we
document.
So,
if
you
just
say
you
document
everything,
people
like
have
notion
Doc's
over
here,
booboo
Doc's
over
here,
it's
just
information
everywhere
and
no
one
can
find
it.
It
doesn't
serve
any
purpose.
What
you're
really
aiming
to
establish
is
a
single
source
of
truth
for
all
of
your
company
policies.
C
Your
FAQ,
the
DRI,
is
two
different
projects
who
do
I
contact
if
I
need
X,
especially
in
a
remote
situation.
You're
gonna
have
people
that
figure
out.
They
have
hardware
needs,
or
security
needs,
or
communication
gaps
and
they're
gonna
want
to
know
who
do
I
pain.
So
if
you're
starting
completely
fresh
I
would
start
a
notion
doc,
it'll
help
you
get
started
quickly.
C
Get
lab
pages
is
a
far
more
in-depth
and
comprehensive
way
to
do
this
so
longer
term
I
would
say
looking
to
get
lab
pages
because
it
offers
the
ability
to
do
merge,
requests
and
proposals
and
continuous
integration,
which
is
some
of
those
quickie
tools.
Don't
do
as
well,
so
those
Wikitude
tools
don't
scale
as
well,
but
they're
easier
to
get
stood
up
in
any
case
starts
somewhere
started
as
a
FAQ.
Listen
to
your
people,
if
they're
complaining
about
this
or
that
during
a
remote
transition.
Listen
to
what
they're
saying.
B
C
It
down
and
assign
someone
on
the
team
to
take
ownership
of
listening
to
those
various
threads
and
see
if
there
are
common
themes,
because
if
you
see
that
your
team
as
a
whole,
many
people
are
complaining
about.
One
thing:
that's
your
priority
list
like
okay,
prioritize
that,
because
that's
impacting
numerous
genes
and
we
figure
out
a
tool
for
it
or
a
process
for
it
and
then
of
course,
document
whatever
that
tool
and
process
is
the
way
we
look
at.
It
is
every
time
we're
asked
something
in
get
lab.
C
A
So
it
sounds
like
it's
less
than
the
word
documentation
or
more
or
less,
creating
behaviors,
more
or
less
creating
behaviors
for
the
company
that
can
allow
them
not
only
to
scale
from
one
to
five
people,
but
five
to
fifteen
and
fifteen
100
hundreds
and
1200,
etc,
and
extend
more
and
more
so
as
long
as
you're.
Creating
those
behaviors
within
the
organization
is
just
a
one.
Then
it
just
becomes
second
nature.
Yeah.
C
And
you
almost
have
to
instill
it
as
a
value,
because
that
whole
thing
about
thinking
of
answering
with
a
lake,
if
that's
not
an
actual
value,
that's
not
something!
That's
measured.
People
will
by
default,
take
a
shortcut
around
that.
So,
even
when
it
comes
time
to
look
at
performance
reviews,
you
want
to
see
how
many
merge
requests.
Did
you
make
how
many
additions
to
the
company
handbook?
Did
you
make?
What
did
you
contribute
to
our
company-wide
documentation?
C
That
should
be
something
that
you
rank
from
a
performance
standpoint,
and
if
you
don't
do
that,
the
handbook
will
die.
People
will
take
shortcuts
around
it.
That's
just
we're
human!
That's
what
we
do
so
you're
gonna
have
to
weave
that
into
what
you
measure
for
it
to
actually
impact
culture,
long
term
yeah.
A
No
I
think
that
that's
amazing
and
it's
really
interesting
to
it.
You
think
of
the
handbook,
also
as
kind
of
the
lifeblood
of
the
organization
and
also
creates
legacy
of
the
organization.
So
legacy
is
like
oh
I
submitted
that
merge
request
around
this
this
documentation,
because
it
became
an
issue
with
me
and
then
therefore,
now
I
can
be
seeing
it
being
used
and
to
grow
the
organization.
So
it's
kind
of
creating
that
behaviors,
the
documentation
is
kind
of
creates
a
flywheel
effect
to
really
help
grow.
The
company
I
go
home
and.
C
C
Why
Gilliam
is
so
successful
now
is
that
our
founders
started
documenting
from
day
one,
so
even
the
1,500th
employee
that
joins
or
the
ten
thousand
employees
at
joins,
they
all
get
the
benefit
of
that
documentation
all
the
way
back
to
the
beginning.
That
enables
us
to
be
way
more
efficient
and
it
becomes
more
important
as
we
scale
and
as
time
goes
anything
that
you
documented
only
gives
you
more
leverage
as
you
go.
So
it's
one
of
those
things.
C
A
That's
that's
what
fantastic
to
that
yeah
I!
Think
as
a
lot
of
companies
when
they're
they're
starting
off
in
an
earlier
stage,
documentation
seems
like
a
nuisance
and
like
I.
Have
why
do
I
at
the
document?
I'm
have
a
team
of
five.
Everyone
knows
exactly
what
I'm
even
thinking
about
right
now,
but,
as
you
think
about
the
longer
term,
the
longer
vision
longer
picture,
documentation,
kind
of
the
ethos
or
kind
of
the
core
company
culture.
As
you
build
in
those
workflows
and.
C
A
A
That
yeah
I
mean
I
that
that's
applicable
to
any
size
of
business,
whether
you're
a
team
of
one
or
a
team
of
twelve
hundred
I
guess
as
long
as
you
Institute
that
that
value
and
that
behavior
early
on
it's
not
only
gonna,
save
you
time
and
Regine
effort.
But
it's
gonna
save
you
time
energy
effort
today
and
exponentially
in
the
future
as
well
and.
C
In
all
seriousness,
I
do
recommend
people
hire
a
documentarian
early
on
if
no
one
on
the
team
feels
comfortable
doing
that,
hire
someone
that
their
whole
job
is
to
be
a
scribe.
There
are
tons
of
former
journalists
that
under
see
things
what
a
journalist,
I
and
think
through
things
from
a
storytelling
perspective,
get
this
person
on
your
team
and
let
them
shadow
everything
you
know
so
in
this
current
market,
there's
a
ton
of
freelancers
out
in
that
space
that
are
looking
for
work,
plug
them
in.
Let
them
start
documenting
immediately.
C
A
C
Again
loudly
measure
results
not
hours
very
simple
and
I
love.
This
question
because
I
get
the
heart
of
it
is
good.
I
gotta
get
where
it's
coming
from,
but
it's
hilarious,
because
when
you
have
a
performance
review,
do
you
really
sit
down
and
say
this
is
how
many
minutes
of
the
last
quarter
that
I
saw
you
working
and
I'm
so
proud?
Like
no
one
talks
about
that?
It's
not
about
how
many
minutes
you
visibly
saw
someone
in
a
seat.
C
So
the
answer
is,
however,
you
would
measure
them
in
the
office
measure
them
in
their
home
office
and
if
you
don't
have
a
good
answer
to
that,
it's
because
the
leadership
doesn't
have
objectives
and
key
results
mapped
out.
So
now
it's
back
on
leadership
to
think
through.
Why
do
we
have
so
much
ambiguity
in
our
job
descriptions?
C
If
it's
on
the
engineering
side,
maybe
it's
the
amount
of
merged,
merge,
requests
and
contributions
to
code
that
were
processed,
it
can
be
different
for
every
function,
but
it
needs
to
be
something
you
can
actually
measure,
and
so
this
kind
of
forces
management
who's
been
letting
that
slide
to
just
get
real
with
themselves
and
say
we
need
to
put
together
better
metrics
to
measure
on.
That's
it's
as
simple
as
that,
and
it
should
be
the
same
as
if
you
were
in
an
office
environment.
C
The
trick
is
in
an
office
environment
to
your
point,
so
much
of
praise
and
promotion
just
goes
to
whoever
has
the
best
office
etiquette
and
the
great
thing
about
a
remote
environment.
Is
it
breaks
down
that
political
bureaucratic
wall
and
it
just
gets
down
to
brass
tacks
if
you're
doing
your
job
great
and
then
get
out
of
your
home
office
and
go
into
a
life?
That's
the
whole
purpose
of
being
remote,
be
efficient,
get
done
what
you
need
to
get
done
and
go
recharge.
No.
A
That's
amazing,
I
think
also
when
you
think
about
the
level
of
productivity
you
can
generate
is
if
you
are
a
manager
of
one
and
you
have
control,
then
you
can
set
your
hours
you
can
set.
You
can
set
certain
behaviors
in
place
in
order
to
operate
at
your
most
efficient
and
productive
workforce.
Therefore,
you'll
be
able
to
drive
better
results
and
just
because
you're
at
the
office
longer
doesn't
necessarily
mean
you're.
The
most
productive
and.
C
I
say
all
of
that
kind
of
tongue-in-cheek,
because
I
think
what
people
are
really
asking
when
they
ask
that
is
how
do
I
know
without
seeing
someone,
if
they're
in
a
great
position
to
do
great
work.
I
actually
think
it
comes
from
a
great
place,
and
that
is
a
fair
question.
If
you
can't
physically
visibly
see
someone
you're
going
to
need
to
ask
them
more
often
or
give
them
a
very
open
door
to
ping
your
manager
and
say
I
have
this
blocker
today.
Maybe
it's
just
something
that's
happening
in
real
life.
Maybe
it's
mental
health.
C
C
There
are
a
lot
of
other
factors
that
go
into
it
and,
just
like
you
can't
see
someone
in
an
office
smiling
and
know
for
sure
that
they're
actually
happy
the
same
goes
for
remote.
You
can't
be
certain
that
someone
is
in
an
ideal
spot,
so
you
need
to
create
a
culture
where
they
feel
comfortable,
feeding
back
to
you
and
asking
for
help
to
unblock
anything
that
may
come
along
now.
B
A
It's
again
one
of
those
things
that
just
because
it's
a
remote
company
or
remote
op
operating
model
doesn't
mean
it
can't
be
applied
to
a
choleric,
a
company
or
a
hybrid
company.
Those
are
definitely
characteristics
that
you
should
continually
to
refine
or
revisit
as
you
as
your
company
grows.
One
quick
question
before
we
get
into
the
culture
side
is:
it
also
came
from
the
AMA
channel,
says
we're
all
aware
of
slack
and
zoom,
but
what
other
tools
have
been
critical
to
making
work
working
remotely
successful
I
get
that
we.
C
Actually
have
a
super
minimal
tool
stack,
we
use
Gmail
Google,
suite
zoom
slack
and
get
lab
the
products
we
use.
Give
up
issues
get
lab
pages,
that's
pretty
much
it.
We
have
a
few
specialties
like
on
our
marketing
operation
side.
That's
happen
to
Salesforce
and
Marketo.
You
have
a
few
specialty
things
that
only
certain
teams
use,
but
in
terms
of
the
blanket
tool
stack
for
the
whole
company,
we
really
boil
it
down
to
those
four
and
especially
for
companies
that
are
thrust
into
work
from
home.
My.
A
C
Is
actually
minimized,
the
tool
stack
as
much
as
you
can.
Your
natural
inclination
is
to
think
what
tools
do
I
need
to
add
like,
let's
just
start
adding
stuff,
but
you
got
enough
crazy
going
on
right
now,
like
the
last
thing
you
need
to
do
is
to
plug
in
this
new
slack
bot
that
you've
never
had
any
time
to
trial,
and
now
everybody
has
to
figure
that
out
remotely
I
mean.
Maybe
your
company
is
mature
enough
to
figure
that
out,
but
not
recommend
it.
C
I
would
start
from
a
position
of
let's
minimize,
let's
communicate
through
as
few
channels
as
possible
and
be
very
succinct
about
that,
because
communication
silos
fractured
communication,
it
happens
in
any
business,
but
especially
for
businesses
that
are
being
thrust
into
work
from
home.
That's
one
of
the
biggest
risk
was
like.
Where
is
the
communication?
I
know,
I
said
this,
but
where
it
was
I
can't
remember
who
heard
it
I
don't
know?
Who
else
needs
to
hear
it?
So
I
wouldn't
minimize
that
as
as
much
as
possible.
C
One
other
quick
thing:
I'll
mention
on
slack
so
get
lab,
uses,
get
lab
issues
and
pages
to
do
all
of
our
work
asynchronously.
So
all
of
our
work
ends
up
in
get
labs,
so
we
want
to
encourage
it
to
all
start
in
get
lab.
So
we
actually
let
our
slag
messages
expire
after
90
days,
and
we
do
that
very
intentionally
so
that
no
one
can
start
work
in
slack,
because
you
can't
just
query
something
that
you
know
you
wrote
seven
months
ago
like
it's,
not
gonna
exist.
C
So
that's
a
forcing
function
does
not
use
slack
for
that.
Instead,
we
just
use
it
for
informal
communication,
so
we
have
topical
channels.
Things
like
high
geeker
Fitness,
with
music
mental
health,
parenting,
the
parenting
channels
really
funny.
We
talk
about
right
now
with
all
the
kids
home
parents
are
building
strategies
on.
How
do
we
arrange
our
workday
now
that
our
kids
are
here
and
another
really
funny
thing
we've
done
is
we
have
coffee
chats
that
get
loud?
C
We
just
informally
peeny
each
other
and
like
let's
just
take
20
minutes
and
just
talk
about
anything
but
work.
We've
set
up
a
channel
for
juice
box,
chat
juice
box
chats,
so
any
parent
at
our
company
that
has
kids
from
home
from
school
can
borrow
their
mom
or
dad's
zoom
window
for
a
bit
and
just
chat
with
other
kids
around
the
world.
That's
been
really
awesome
to
see
the
cultural
exploration
on
that
one.
No.
A
A
No,
that's
amazing,
so
that's
a
great
transition
into
the
culture
side.
I
want
to
be
president
sometime.
So
I
only
ask
a
few
questions
here
and
then
we'll
just
and
on
the
future
of
work
and
then
jump
into
the
QA
so
from
culture
is,
is
pivotal
to
the
success
for
building
a
successful
in
stainable
business.
A
C
This
may
sound
counterintuitive
but
write
it
down
so
Gibbs
culture
is
documented.
You
like
that
that
feels
a
little
weird,
but
as
a
remote
company
with
no
offices,
we
have
no
other
choice.
So
in
a
co-located
space
the
culture
tends
to
be.
Let
me
spend
a
few
days
in
the
office.
Let
me
visit
a
few
different
floors.
You
just
kind
of
get
the
vibe
for
the
place,
so
culture
equates
vibe,
but
none
of
that
has
ever
written
now.
C
C
Forcing
function
even
for
co-located
spaces,
because
the
vibe
type
of
culture
is
really
not
inclusive
at
all.
It's
really
unfair
for
new
hires.
It's
really
unfair
for
minorities.
That
might
not
be
exactly
like
the
prevailing
vibe.
It's
difficult
for
people
to
understand
their
clients
and
partners
that
come
to
your
office.
It's
like
disorienting,
like
where
am
I?
If
it's
all
written
down
ahead
of
time,
you
can
get
a
good
bead
on
what
you're
working
with
company
so
get
lab.
C
We
have
a
very
extensive
and
exhaustive
values
page,
and
if
you
read
that
into
n
you
get
an
understanding
of
what
our
culture
is.
Our
culture
is
what
our
values
are
and
I
think
your
company
should
be
the
same
thing,
because
if
you
don't
document
it
and
you
don't
make
it
prescriptive,
culture
will
change
without
your
permission,
and
so
the
reason
I
say
without
your
permission
is
the
get
labs
values.
Page
is
iterated
on
almost
daily.
We
add
new
sub-link,
some
of
them.
It
changes
all
the
time.
It's
an
involving
piece
of
our
company.
C
So
it's
not
like
just
because
it's
written
down
it
can
never
change.
We
change
it.
All.
The
time,
but
it's
with
permission
so
we're
making
a
deliberate
change
to
our
culture
because
of
X.
That's
how
you
want
to
think
about
culture,
don't
just
leave
it
to
the
whims
of
whoever
shows
up
in
the
office.
That's
a
really
bad
way
to
put
guardrails
and
an
understanding
around
your
culture
and
culture
is
reputation.
It's
really
really
important,
so
as
crazy
as
it
sounds,
I
would
say,
get
in
the
room
and
just
write
down.
A
C
Had
it
not
been
documented,
there'd
be
so
much
more
chaos
and
dysfunction.
I
mean
documented
culture
and
values.
It
is
there
to
prevent
dysfunction.
That
will
just
naturally
occur
if
you
don't
put
those
pieces
in
place
and
the
reason
why
you
should
do
it
is
because
it
just
makes
your
life
better.
It
makes
everyone's
life
better.
C
There
will
come
times
in
your
organization
where
you
need
to
make
a
decision,
and
it's
not
super
cut
and
dry
on
what
the
decision
should
be
like
there
will
be
sacrifices,
no
matter
what,
when
this
decision
is
made,
but
if
you've
already
documented,
what
is
the
culture?
What
do
we
believe
in
what
are
our
North
Stars?
C
You
just
go
reference
that
and
get
that
even
puts
a
hierarchy
of
our
values
so
that
if
two
values
could
be
in
competition
or
be
used
as
an
argument
for
a
certain
decision,
we
have
them
ranked
where
it's
very
clear.
This
one
will
take
it's
over
this
one
if
they
are
at
odds
with
each
other,
it's
never
binary.
There
could
be
situations
where
someone
loses,
but
that's
that's
business.
You
have
to
make
those
tough
decisions,
but
it
is
important
to
have
that
documented
so
that
it's
super
transparent
to
the
entire
company.
Why
a
decision.
C
Company
can
go
reference
that
values
page
and
say
yeah
like
that
was
a
tough
decision,
but
this
is
how
they're
right.
This
is
what
we
believe
in
and
I
totally
see
how
that
decision.
Maps
back
to
that,
and
it
also
holds
leaders
accountable,
because
if
you
do
that
math
and
it
doesn't
that
back
to
the
values,
we
should
ask
the
leadership
why
it
doesn't.
Should
we
change
our
values
or
should
we
change
the
decision?
If
you
don't
have
that
written
down?
C
A
Absolutely
I
think
I
think
again
working
I
for
over
15
15
companies
during
my
management,
consulting
career
culture
and
values
and
transparency,
we're
always
kind
of
the
ethos
or
the
the
crux
of
a
lot
of
problems
at
times
and
by
being
able
to
document
and
being
able
to
show
your
decision-making
process
that
not
only
aligns
to
the
growth
in
the
business,
but
also,
what's
your
culture
and
what
your
values
are.
You
can
provide
that
transparency
and
allow
the
organization
to
really
understand
how
decisions
are
actually
being
made
as
an
executive
leadership
level
for
sure
yeah.
A
That's
amazing,
all
right.
One
last
thing
I
wanted
to
quickly
talk
about,
and
it's
referencing
your
report.
So
there
and
I
recently
read
your
remote
working
report,
one
again.
Anyone
who
has
any
thought
about
moving
to
a
remote
workforce
or
a
companies
like
now.
This
starting
thing
is:
should
we
be
collating
or
should
we
be
remote?
I
would
definitely
recommend
referencing
Darren's
recent
research
paper
or
report
that
came
out.
One
quick
item
I
wanted
to
quickly
highlight
so.
C
So
for
anyone,
who's
interested
in
just
google
get
loud,
remote
work
report.
We
just
put
out
an
amazing
amount
of
data.
We
surveyed
remote
workers
from
around
the
world
to
give
you
some
insights
on
what
makes
a
remote
worker
tick.
What
what
are
their
challenges?
Why
do
they
do
what
they
do?
So,
if
you're,
in
a
leadership
position
where
now,
you
have
to
manage
a
remote
team
download
that
look
at
that,
it
would
give
you
some
insights
into
how
their
brains
function
so
yeah,
around
half
of
the
people
we
surveyed
said
you
know
at
home.
C
Distractions
are
an
issue
again,
not
terribly
different
than
the
office.
You
probably
find
about.
Half
of
the
people
that
go
into
an
office
would
say
struggle
to
get
my
work
done
because
of
in
office
distractions,
but
how
you
approach
them
is
very
different.
So
the
biggest
thing
I
recommend,
if
you're
at
home
and
you
have
distractions,
is
try
to
create
a
separate
space.
This
is
easier
for
people
with
larger
homes.
I
get
it
if
you're
in
the
city,
with
a
one-bedroom
apartment
you're
like
I,
don't.
C
C
C
A
Those
are
fantastic,
yeah,
I
think
it.
I
can
definitely
relate
to
that
now
being
quote-unquote
forced
to
work
remotely
and
trying
to
manage
those
at
home
distraction,
because
originally
the
work
going
to
work
was
how
I
separated
work
and
life.
Now
that
I
don't
have
that
now
as
a
fine
and
create
an
environment
like
that
around
me,
so
I
can
create
that
separation.
One.
C
Other
point
I'll
make
here
is:
if
you
usually
have
a
commute
that
you
did
something
with
that,
you
didn't
completely
loathe,
so
maybe
you
maybe
you
got
into
a
podcast
and
they
needed
some
meditation.
Maybe
you
called
your
parents
whatever
it
may
be,
use
that
same
time
at
home
to
ramp
into
your
day
and
ramp
out
of
your
day.
Do
something
intentional
at
that
time
so
say
all
right.
Instead
of
my
commute
today,
I'm
gonna
do
an
exercise
routine.
C
Instead
of
my
commute
today,
I'm
going
to
take
the
dog
for
a
walk
instead
of
my
commute
today,
I'm
going
to
cook
something
that
meal
prep
for
the
week
do
something
intentional
with
it,
because
if
you
don't
the
lines
between
sleep
and
laptop,
get
really
blurred,
and
that's
where
people
are
starting
to
feel
in
they're
like
oh,
my
god,
like
I,
don't
all
I
do
is
work.
I
mean
this
like
I'm
trapped
in
this
isolation
bubble.
C
So
I
have
found
that
if
you
are
intentional
about
replacing
your
commute
time
with
something
else,
it'll
help
you
ramp
in
and
ramp
off.
Now,
after
you've
worked
remotely
for
a
long
time,
you
can
start
living
in
a
nonlinear
day.
You
can
live
your
day
very
different,
but
in
the
here
and
now
small
amount
of
routine
is
appreciated
to
help
you
acclimate.
So
that's
some
advice
for
for
helping
it
not
be
so
jarring
right
away.
Oh
yeah.
A
C
A
A
Exactly
I
just
wanted
to
quickly
talk
before
we
open
up
into
Q&A,
and
maybe,
if
you
can
just
may
highlight
it
just
shortly,
because
we
only
have
roughly
around
15
minutes
for
the
Q&A,
but
thinking
about
the
future
of
work
five
years
from
now.
Are
we
actually,
even
speaking
about
the
word
remote
or
is
it
just
gonna,
be
called
work?
And
what's
your
perspective
on
the
remote
work,
/
colocation?
And
how
do
you
see
that
growing
or
the
over
the
next
couple
years,
I
initially.
C
C
Has
accelerated
that
I
think
by
a
magnitude
of
at
least
2x,
so
I
think
in
five
years
the
term
remote
is
gone,
I
think
the
default
is
going
to
be
you
work
remote
and
then
you'll
need
to
explain
to
someone.
Oh
today
like
we're
meeting
in
the
office
because
of
this
special
thing,
so
that
that
is
is
turning
on
its
head
like
right.
Now,
people
generally
only
work
from
home.
C
If
something
special
happens
at
home,
for
example,
I
need
to
be
there
for
my
kids,
recital
I
need
to
be
there
for
the
cable
company
they're
coming
whatever,
but
otherwise
my
default
is
in
the
office.
That's
gonna
change!
After
this,
where
people
are
gonna,
go
through
this
process
and
then
they're
going
to
look
up
in
three
months
and
they're
gonna,
say:
I
got
all
of
my
work
done
at
a
place
that
was
way
more.
Fulfilling
I
was
healthier.
I
had
no
commute
the
often
office
politics
went
down,
I
spent
more
time
with
my
family
I.
C
Think
I'm
gonna
use
the
office
as
the
special
occasion
now.
So
maybe,
if
there's
a
big
contingent
of
people
that
are
in
town,
they
flew
in
from
international
a
shirt
like
let's
get
together
and
do
a
big
thing
in
the
office.
But
the
defaults
are
gonna
start
to
shift
and
I.
Think
this
moment
in
time
has
really
accelerated
that,
because
it's
giving
everyone
a
taste
of
the
freedom
and
autonomy
that
comes
with
promote
all
at
the
same
time.
C
So
now
we're
all
speaking
the
same
language
instead
of
just
a
few
people
that
work
remote
championing
how
awesome
it
is
now,
everyone
gets
a
taste
of
it
and
even
for
the
people
that
don't
love
it
they'll
at
least
have
a
broad
spectrum
of
other
people
to
commiserate
and
kind
of
share
tips
and
tricks
with
because
remote
work
is
not
ideal
for
everyone.
Just
like
the
office
isn't
ideal
for
everyone.
I
don't
want
to
make
it
like
it's
either
on
or
it's
off.
C
A
Know
that's
fantastic,
I,
absolutely
agree
with
you,
I
think
when
this,
when
the
virus,
hopefully
dissipates
and
the
next
two
you
cut
weeks
or
months,
what,
if
what
it
may
be
I
think
more
people
are
gonna,
come
to
the
office
and
ask
their
manager,
can
I
work
remotely
more
and
it's
not
gonna
be
like?
Oh
I
really
wanted
to
come
back
to
the
office
more
and
so
I
think.
That's
then
you're
gonna
start
making
leadership
question.
How
can
we
actually
operate
in
a
remote
workforce
and
then
also?
C
C
Why
do
I
continue
to
spend
this
money
on
real
estate
instead
of
people
or
process
or
sales
and
you're
gonna
need
a
really
good
answer
for
that
and
the
other
element
that
this
is
bringing
to
light
is
that
remote
significantly
D
risks
your
company,
because,
if
you're
not
physically
headquarters
in
one
place,
then
socio-economic
pressures
and
crises
won't
impact.
You
the
same
way
you
just
look
at
London,
for
example,
anyone
based
in
London
never
saw
Briggs
it
coming
that
fundamentally
materially
impacts
their
business.
C
You
look
at
the
price
of
land
in
San,
Francisco
United
Airlines
built
their
manufacturing
hub
at
SFO.
Mmm-Hmm
doesn't
look
very
smart
now,
but
they
could
not
have
possibly
predicted
the
socio-economic
factors
that
would
come
with
that
geographies.
What
I'm
saying
is,
if
you
can
decouple
geography
from
work
and
actually
do
you
risk
this?
Your
company
and
it's
worth
considering,
even
if,
from
that
perspective,.
A
Obama,
no,
that's
that's
fantastic
and
yeah
I,
absolutely
agree
and
I'd
love
to
chat
with
you
more
about
this
I.
Think
again,
the
remote
workforce,
I
think
the
macroeconomic
microeconomic
changes
are
coming
down
and
skirting
a
massive
ripple
and
again
I.
Think
we'll
will
experience
in
this
more
and
more
as
we
go,
and
so
hopefully
the
word
remote
will
be
removed
from
our
vocabulary
and
removed
from
our
handbooks
relatively
soon
well,
I
quickly
before
I.
A
A
Well,
we
spoke
about
documentation,
so
I
actually
jumped
up
bagua.
So
far
we
said:
could
you
discuss
best
practices
around
time
zone
management?
In
addition
to
teams?
Are
there
additional
factors
that
can
be
taken
in
consideration,
added
adjustments
that
need
to
be
made
and
so
I
guess?
How
do
you?
How
do
you
adjust
for
again?
You
lab
1,200
people
across
six
different
countries.
How
do
you
then
manage
working
with
those
many
different
times?
Oh
yes,.
C
B
C
C
Easy
to
just
hand
off
work
to
someone
else
on
the
team.
That's
just
two
hours
off
and
then
another
two
hours
off
and
then
another
two
hours
off,
but
at
the
core
of
it
get
lab,
has
a
bias
towards
asynchronous,
and
so
we
have
meetings.
Synchronous
meetings
as
in
like
let's
get
on
the
same
zoom
call
at
the
same
time
as
an
absolute
last
resort.
So
we
will
do
anything
we
can
to
move
a
project
forward
via
asynchronous
means
before
we
have
a
meeting
and
we
have
guidelines.
B
C
That,
if
we're
gonna
go
back
and
forth
about
something
more
than
three
times,
we
try
to
get
on
a
meeting
and
then,
if
we
can't
have
everybody
in
the
meeting,
someone
on
the
meeting
has
to
be
responsible
for
documenting
the
takeaways
and
then
hosting
that
for
everyone
else
on
the
team
or
on
the
project,
so
that
they
are
able
to
contribute
and
see
what
the
takeaways
were.
A
synchronously,
so
Google
get
lab
asynchronous
Google
get
lab
meetings,
I've
built
guides
on
async
and
meetings.
C
A
A
B
Can
probably
find
it
there
awesome,
so
my
the
next
questions
from
Matthew
stats.
What
is
the
remote
worker
work
from
home
skill
set
and
how
do
you
measure
it
and
hire
for
it?
We
briefly
spoke
about
it
earlier
around
the
hiring
techniques
of
being
a
manager
for
one
but
I.
Guess
if
you
could
maybe
maybe
modify
this
question
little
bit,
if
you
could
maybe
think
of
five
characteristic
traits
that
you're
looking
for
or
three
what
would
those
characteristic
traits
be
form
up
a
completely
work
from
home
worker
yeah.
C
B
C
One
would
be
storytelling,
I
want
to
know.
Can
someone
explain
to
me
how
a
project
happened
or
how
a
situation
happened
to
end
in
it
doesn't
make
sense
I.
Can
this
person
tell
a
story
either
verbally
or
textually?
Some
people
prefer
to
write
it
down.
That's
one
thing:
I
want
to
know
instances
where
they've
been
a
manager
of
one
I
want
to
see
that
they
can
operate
without
micromanagement
and
even
without
a
lot
of
guidance.
C
C
To
find
at
a
junior
level,
it's
just
kind
of
you
can't
really
expect
that
out
of
someone
who's
only
been
in
the
workforce
for
one
or
two
years
and
you're
gonna
need
to
be
more
accommodating
for
that.
But
you
can
still
ask
for
instances
of
that
being
exemplified
in
university
and
I
think
far
in
a
way,
if
you
have
the
ability
to
just
clean
slate,
we're
gonna
start
hiring
remotely.
What
you
look
for
is
people
that
value
autonomy
and
flexibility
over
everything
else.
C
So
let
me
give
you
an
example:
if
you're
looking
at
a
co-located
job
offer,
this
company
might
be
able
to
offer
a
salary,
a
job
title,
maybe
company
prestige
stock
options,
that's
basically
it
in
a
remote
company.
You
can
also
offer
what
I
think
is
the
last
competitive
advantage
for
any
company,
and
that
is
the
ability
to
live
and
work
anywhere
wherever
their
soul
is
most
fulfilled.
C
So
if
you're
engaged
with
someone-
and
they
say
you
know
like
I'm,
tired
of
living
in
a
pressure-packed
City,
my
actual
home
is
in
Sioux
Sioux,
Falls
or
Fargo
North,
Dakota
or
wherever
that
may
be
Cambodia
Vietnam.
If
that
is
their
number-one
priority,
if
you
ask
them
to
rank
those
things
and
they
rank
that
number
one,
you
know
that
you're
talking
to
the
right
person
and
the.
C
I'm
willing
to
go
to
the
ends
of
the
earth
for
this
company
and
be
loyal
to
this
company,
because
they're,
enabling
me
to
have
motion
and
to
live
where
I
want
and
to
travel.
That
kind
of
freedom
is
not
everywhere.
I
do
think
it's
becoming
more
of
the
thing,
so
it
will
be
a
diminishing
competitive
advantage
as
time
goes
on,
but
for
here
and
now,
especially
for
small
startups,
where
cash
flow
isn't
as
prevalent
as
some
of
these
major
companies.
B
C
B
Fantastic
and
I
think
that's
kind
of
also
been
one
of
the
biggest
competitive
advantages.
Skylab
has
been
able
to
offer
and
also
being
able
to
not
only
perform
remote
or
be
able
to
work
remotely,
but
also
to
perform
at
exponential
levels,
which
is
amazing,
I
think
this
is
the
last
question
that
I
am
going
to
go
with.
What
can
you
can
provide
a
few
best
practices
for
work
from
home
or
her
boat
equipment
and
bandwidth?
C
This
is
a
great
question:
get
the
fastest
internet.
You
can
honestly
I
think,
like
DSL
or
below
you're
gonna
really
struggle.
Well,
it's
a
cable
in
a
minimum
and
I
really
recommend
redundancy,
and
so
anyone,
that's
gonna
work
from
home
from
a
significant
amount
of
time
go,
get
a
verizon
hotspot
or
an
ATT
hotspot
or
if
you're
in
an
international
location,
whatever
your
best
carrier
is
go,
get
a
hotspot
so
that
you
always
have
a
second
internet
connection
on
hand
at
home
and
then,
of
course
it
can
travel
with
you.
C
This
is
vital,
I
mean
I've
had
I
live
in
North
Carolina
and
a
hurricane
will
come
through
and
knock
power
internet
out,
and
the
only
way
to
work
is
to
unplug
use
a
laptop
and
a
hotspot,
and
so
you
do
what
you
got
to
do.
Definitely
have
redundancy
on
that
front.
I
would
say
lean
in
to
your
workspace.
There's
a
there's,
a
get
Latin
workspace
guide.
Don't
assume
that
just
being
hunched
over
a
kitchen
table
on
a
13-inch
laptop
is
going
to
give
you
maximum
productivity.
C
Look
into
external
monitors,
look
into
organ
onyx,
get
an
external
keyboard
and
mouse
invest
decent
money
in
a
chair,
I
mean
this
is
your
office.
If
you
went
into
a
co-located
space,
you're
gonna
have
many
thousands
of
dollars
worth
of
equipment
to
make
you
optimally
productive
and,
to
whatever
degree
you
can.
You
need
to
mimic
that
at
home,
I'd
say
for
leaders
be
flexible
on
the
spending
get
lab.
C
We
allow
people
to
spend
company
money
as
if
it's
their
own,
and
so
we
have
a
lot
of
people
that
they
have
certain
accessibility
needs
and
they're
a
more
craft.
A
home
office
specifically
for
them
be
more
lenient.
During
these
times
make
sure
people
have
the
equipment
they
need,
it
might
be
a
bigger
expenditure,
but
your
setting
people
up
for
comfort
and
success
and
ultimately
health.
C
B
C
Look,
it's
not
gonna
happen
overnight.
I've
been
working
remotely
for
14
years
now,
and
my
office
still
changed.
I
actually
just
got
a
boom
mic
that
I'm
gonna
hang
this
podcast
mic
up
on
after
the
fax.
We
could
get
a
little
bit
better,
so
don't
expect
it
to
happen
overnight.
Iterate,
as
with
anything
iterate
on
your
workspace
as
well.
Awesome.
B
Well,
Darren,
thank
you
so
much
for
all
of
this
and
again
sorry
for
if
I
have
an
echo
in
the
background,
my
ear
pods
died,
so
I
think
I
need
an
investment,
some
work
from
home
equipment,
but
hopefully
everyone
found
this
conversation
to
be
very
helpful
as
you
navigate
these
new
waters
or
existing
waters
working
remotely,
I'm,
gonna
think
Darren
for
taking
time
out
of
his
busy
schedule
to
speak
with
us.
Also
I
wanted
to
thank
the
500
team
behind
the
scenes
that
made
today
possible,
especially
Emily,
trapped
in
Xena
and
Natalie.
B
Lastly,
for
those
who
are
still
on
will
be
hosting
more
of
these
types
of
webinars
in
the
future,
so
please
watch
out
for
slack
hosts
on
the
500-strong
channel
or
economy
upcoming
Union
events
we're
also
publishing
a
blog
post
following
discussion,
with
a
link
to
the
recording
for
those
who
couldn't
attend
and
Darren
I
guess
in
the
meantime,
how
can
people
come
in
contact
with
you
or
where
they
can?
Can
they
follow?
You
yeah.