►
Description
Darren (GitLab) and Janice (Groupdesk) discuss how to transition a colocated or hybrid remote team to an all-remote environment. Topics include documentation, establishing processes, tools and technology, treating all employees as remote employees during the transition, and working with junior employees who may be transitioned into their first remote role.
###
Learn more about Groupdesk: https://www.groupdesk.io/
###
Other topics discussed:
Hybrid-remote: https://about.gitlab.com/company/culture/all-remote/hybrid-remote/
Considerations for transitioning a company to remote: https://about.gitlab.com/company/culture/all-remote/transition/
Stages of remote work: https://about.gitlab.com/company/culture/all-remote/stages/
All-remote meetings: https://about.gitlab.com/company/culture/all-remote/meetings/
People adopting a remote lifestyle: https://about.gitlab.com/company/culture/all-remote/people/
Building and reinforcing a sustainable culture: https://about.gitlab.com/company/culture/all-remote/building-culture/
All-remote benefits: https://about.gitlab.com/company/culture/all-remote/benefits/
What qualities do you look for in remote hires?: https://about.gitlab.com/company/culture/all-remote/hiring/#what-qualities-do-you-look-for-in-remote-hires
Make your strategy public: https://about.gitlab.com/company/culture/all-remote/hiring/#make-your-strategy-public
###
Learn more about GitLab's all-remote culture and processes: https://about.gitlab.com/company/culture/all-remote/
Submit your own questions for a Pick Your Brain with GitLab: https://about.gitlab.com/company/culture/all-remote/pick-your-brain/
A
Hey
this
is
Darren
and
get
lab,
and
today
I'm
joined
by
Janice
with
group
desk
and
we're
going
to
talk
about
transitioning,
a
hybrid
team
or
co-located
team
into
a
fully
remote
team.
So
we
get
this
question
pretty
often,
which
is
we
can
understand
the
concept
of
all
remote.
We
understand
the
benefits
of
a
team
working
100%
remotely,
but
if
you're
a
company
that
established
yourself
earlier
is
a
co-located
company
or
a
hybrid
company,
potentially
before
some
of
the
tools,
technology
processes,
things
like
that
or
in
place
for
a
fully
remote
team
to
thrive.
A
You
may
be
looking
at
the
landscape
now
and
saying
well,
this
is
where
I
want
to
get
to,
but
what
steps
do
I
have
to
take
and
is
it
even
possible
to
convert
or
transition
and
partially
remote
company
into
a
fully
remote
company
so
Janice?
Thank
you
very
much
for
joining
me
and
feel
free
to
give
the
audience
an
overview
of
your
situation
and
what
you're
thinking
about
yeah.
B
Thank
you
thanks
for
having
me
so
again,
the
CEO
and
co-founder
of
group
desk,
which
is
a
b2b
software
company
for
travel
companies.
We
help
digitize
and
automate
the
unsexy
parts
of
running
a
travel
company,
everything
from
lots
of
manual
work
of
writing
down
passport
numbers
payments,
everything
in
between
and
we
are
a
13
person
company
in
total
we
have
always
been
co-located,
but
increasingly
team
members
have
moved
away
to
become
remote.
B
Team
members
have
started
families,
different
obligations
at
home
and
so
working
a
remote
has
started
to
become
something
that
we
just
kind
of
allow
people
to
do,
informally
and-
and
it's
raised
the
idea
of
okay.
The
tools
have
caught
up
with
us,
selfishly
I'm
on
the
road,
a
lot
fundraising
and
doing
sales,
so
I'm
taking
up
you
know
a
desk
space.
Increasingly
we're
based
out
of
Toronto
Canada,
increasingly
rent
is
a
consideration
to
think
about
it.
It's
kind
of
brought
us
to
this
idea
of.
Are
we
better
serving
ourselves
our
families,
our
customers?
B
A
Well,
I
think
you're
on
the
right
track.
Just
by
acknowledging
that
it
kind
of
kind
of
reminds
me
of
SIDS
story
on
how
get
lab
became
auto
mode,
which
is
he
had
this
kind
of
yeah.
This
moment
where
he
said,
people
are
commuting
an
hour
hour
and
a
half
in
each
day.
Are
we
really
getting
an
hour
to
an
hour
and
a
half
worth
of
efficiency
by
having
them
in
the
office,
and
the
conclusion
was
probably
not
have
the
right
tools
in
place?
A
We
can
communicate
with
each
other,
no
matter
where
we're
at
anywhere
in
the
world,
so
software
wise
technology,
wise
everything's
in
place,
and
then
the
missing
piece
was
culture.
How
do
we
build
a
culture
where
people
bond
together
as
a
team?
They
work
well
together
as
a
team
without
seeing
each
other
day
to
day
so
for
a
company
like
yours
that
wants
to
kind
of
unwind
in
transition
to
fully
remote
what
I?
A
What
I
often
recommend
is
for
leaders
to
take,
take
a
look
and
take
a
think,
and
if
everyone
were
to
work
from
home
tomorrow
for
a
week
or
a
month
or
a
year,
what
would
what
would
show
up
as
sort
of
cracks
in
the
foundation?
What
gaps
would
need
to
be
filled?
What
voids
would
make
themselves
a
pair
and
what
this
helps?
You
do
is
kind
of
reverse
engineer
what
you're
leaning
on
in
a
co-located
space.
A
So
that
gives
you
an
indication
of
what
you'll
need
to
replace
or
what
you'll
need
to
add
to
the
company
fabric
to
make
sure
that
those
gaps
are
filled.
When
you
go
working
all
remote,
the
biggest
thing
is
to
have
an
all
remote
infrastructure.
So
ask
questions
like
what
voids
would
become
apparent.
What
areas
of
communications
would
falter?
What
confusion
would
emerge?
What
tools
that
we
use
today
that
we
would
continue
to
use
as
a
fully
remote
team
and
what
tools
that
empower
fully
remote
teams?
A
So
for
co-located
teams
it
is
quite
possible
to
never
really
document
anything
beyond
what
is
legally
mandated,
because
people
are
in
the
same
space,
and
if
you
forget
something,
if
you
need
to
know
how
to
do
an
expense
report,
for
example,
can
probably
ask
someone
in
the
general
vicinity-
and
someone
has
done
it
recently
enough-
they
walk
that
path
recently
enough
that
they
can
give
you
the
download
of
it.
Tell
you
how
to
do
it.
The
problem
with
that
is
it's
a
very
inefficient
way
of
transferring
knowledge.
A
A
Thrived
as
an
all
remote
company
is,
we
believed
in
documentation,
and
the
founding
company
was
smart
enough
to
lay
lay
a
foundation
of
documentation
very
early
on,
so
even
for
people
joining
the
company.
Now
a
thousand
people
in
you
can
look
in
the
handbook,
which
is
over
3,000
pages
of
printed
and
you'll,
find
answers
to
solutions
that
people
have
had
over
the
years,
and
so
this
handbook
was
built
iteration
after
iteration
after
iteration.
It's
not
like.
A
We
knew
everything
on
day
one,
but
you
need
to
start
somewhere
and
I
recently
spoke
with
another
founder,
and
she
made
a
good
point
which
is
she's,
making
an
effort
to
document
everything,
including
things
related
to
culture,
so
culture,
a
lot
of
people
were
just
kind
of
let
culture
happen.
Culture
is
just
kind
of
the
general
vibe
you
get,
but
culture
in
a
lot
of
ways
is
is
what
is
documented,
because
if
things
aren't
documented,
some
people
have
different
experiences
than
others.
Just
kind
of
depends
on
your
manager.
B
A
Leave
and
vacation
policies-
all
of
these
things
end
up
tying
back
to
culture
and,
if
they're
not
well
documented,
where
people
can
see
them
out
in
the
open
and
make
amendments
or
ask
questions
that
ambiguity
can
lead
to
friction
and
a
breakdown
of
trust
in
an
all
remote
team
and
in
our
handbook
we
actually
list
five
of
the
key
dysfunctions
of
remote
teens
and
absence
of
trust.
That's
one
of
them
so.
B
You
find
it
and
I
have
read
your
handbook,
which
is
great.
Do
you
find,
though,
and
so
I
like
that
everything's
codified?
But
do
you
find
that
it
it's
like
too
prescriptive?
It
can
lead
people
I
worry
that
it
may
lead
people
to
think
like
whoa
they've,
really
like
laid
out
the
recipe
here
for
how
to
be
here.
A
Yeah
I
think
the
way
that
we
avoid
that
is
in
our
values.
You'll
find
some
values
give
agency
is
a
good
example
where
we
in
our
in
our
values.
We
give
people
agency,
we
give
people
autonomy
and
we
empower
people
to
do
things
the
way
they
see
fit.
So
if
they
see
something,
that's
documented,
but
they
think
they
have
a
better
way
to
do
it.
They
aren't
prohibited
from
putting
forth
emerge,
request
to
change
that
and
make
a
suggestion
to
whoever
owns
that
coat
or
owns
that
process
to
make
it
better.
A
I
think
that's
the
big
difference
where,
if
you
empower
people
to
take
a
look
at
the
processes
and
say
well,
I'll
have
a
better
way
to
do
that.
Let
me
have
a
civil
way
to
put
that
forward.
That
helps
break
that
down,
because
you're
right,
if
everything
was
documented
to
a
tee,
but
then
only
the
executive
team,
for
example,
was
ever
able
to
change
anything.
Then
you
box,
everybody
in
and
I
know
a
lot
of
people
can
be
scared
about
giving
that
much
power
to
teams
like.
A
Honestly,
it
kind
of
goes
back
to
hiring
if
you
hire
a
really
great
people
that
believe
in
the
vision
and
believe
in
the
culture,
they're
adults
they
can
be
a
manager
of
you
tend
to
see
less
chaos
when
it
comes
to
that.
But
it
definitely
you
know
you
need
to
instill
that
from
the
very
beginning
and
if
you're
transitioning
a
team,
you
need
to
make
it
clear
that
that's
what
you're
transitioning
to
and
you
want
people
to
buy
it
and.
A
In
that's
a
great
time
to
try
to
facilitate
a
better
place
for
them,
a
better
fit
for
them,
because
it's
definitely
not
for
everybody
I
mean
all
remote
is
absolutely
amazing
and
I
would
hope
to
never
have
it
any
other
way.
But
it's
certainly
not
for
everyone,
and
some
of
the
kind
of
ways
of
working
are
intimidating
and
they
can
be
difficult
to
acclimate
to
especially
if
you
spend
the
bulk
of
your
career
in
a
co-located
space.
Yeah.
B
On
that
note,
I
think
our
hypothesis
I'll
be
careful
about
saying
it's
assumption
or
what
we
think,
but
our
hypothesis
is
that
if
and
when
we
announce
this
to
our
team
and
sure
the
rationale
we
think
there's-
maybe
you
know
thirty
to
fifty
percent
of
people
who
will
want
to
opt
out
like
it's.
They
want
colocation
and
candidly
some
of
those
people
we
want
to
fight
for
so
do
you
do
you
do
things
like
pay
for
people's
co-working
spaces?
If
the
colocation
is
like
paramount
to
key
people,
do
you?
B
A
That's
such
a
great
question
and
a
great
point
so
I'll
tell
you
how
get
lab
solves
that,
so
we
allow
people
to
work
from
anywhere,
but
we
don't
mandate
that
they
work
from
home.
So
there's
there's
a
big
nuance
there.
All
we
say
is
that
there's
no
office
to
come
into,
but
we're
not
saying
you
have
to
be
comfortable
working
from
home.
We
have
a
lot
of
people
that
get
lab
that
absolutely
thrive
with
that
social
network.
A
They
thrive
being
a
part
of
a
bustling
workplace,
and
so
what
we
do
is
we'll
actually
reimburse
co-working
spaces.
So
if
you
want
to
have
a
monthly
subscription
of
a
co-working
space,
we'll
reimburse
you
and
for
us
that
kind
of
ties
back
to
creating
an
inclusive
work
environment
in
a
diverse
work
environment,
where
we
don't
mandate
that
anyone
just
works
from
the
home,
people
can
mix
it
up
if
they
want
to
work
a
few
weeks
at
home,
then
a
few
weeks
at
a
co-working
space,
totally
fine.
A
Yes,
that
is
an
expense
to
the
company,
but
it
pales
in
comparison
to
investing
in
huge
offices
and
all
the
services
that
have
to
go
along
with
those
as
you
scale
as
a
company.
You
know
think
about
moving
offices
and
then
the
costs
that
come
with
that,
if
you're
all
remote
and
you
land
an
amazing
new
client,
you
can
ramp
really
quickly
and
hire
a
lot
of
new
people
to
service
that
client
without
having
to
worry
about
how
am
I
going
to
move
offices
so
yeah.
A
We
we
do
that,
and
we
do
a
few
other
things.
We
have
a
an
incentive
called
the
visiting
grant,
so
we
actually
partially
reimburse
travel
whenever
a
gait
lab
team
member
travels
to
visit
one
or
more
other
and
get
lab
team
members
and
actually
early
on
in
the
company.
We
had
a
couple
of
people
really
take
advantage
of
this
and
I
think
they
travel
to
six
continents,
visiting
team
members
on
six
continents
and
just
kept
the
tab
going
and
yeah
that's
another
expense
to
the
company,
but
honestly
it
encourages
the
personal
bonding.
A
A
The
founder
of
the
co
work,
experience
and
part
of
what
her
business
model
is
is
gathering
smaller
teams
or
subsets
of
larger
teams
and
sort
of
taking
them
out
some
foreign
destination,
where
it
can
be
fun
or
they
can
get
together
and
just
bond
as
people
also
do
some
work,
but
mostly
just
bonds
and
I
think
that
her
business
model
is
thriving
because
remote
teams
are
happening
and
they
still
realize
that
scheduled.
In-Person
interactions
are
really
really
important.
So.
B
A
Hope
that,
between
all
of
that,
you
could
kind
of
ease
the
fears
of
people
that
say:
I'm
gonna,
miss
the
in-person,
interaction
and
I.
Think
one
other
perk
is
if
you're
currently
co-located,
where
everyone
comes
in
the
same
office,
at
least
in
the
here-and-now
they're,
all
relatively
close,
so
they're
located
within
the
same
region
and.
B
A
You
can
encourage
them
to
organize
meetups.
A
great
example
is
we
have
a
holiday
budget
and
get
app,
so
we
will
encourage
people
that
are
relatively
close
together.
So
if
people
are
in
the
Pacific,
Northwest
or
South
Florida
they're,
relatively
close,
they
can
actually
pick
a
day.
Travel
together,
have
a
great
lunch
together,
contribute
on
a
community
project
together.
Something
like
that.
A
B
We
were
just
talking
about
this
today,
my
CTO
and
I.
It's
we
trust
our
team,
but
because
of
the
stage
that
they're
at
in
their
career,
they've
been
always
co-located
and
the
way
you
manage.
Certainly,
engineering
and
technical
people
in
a
co-located
space
is
very
different,
feels
like
a
low
trust
environment,
and
so
he
said
today
I
said:
oh,
why
don't
we
try
a
week
where
we
make
it
known
and
we
try?
We
can
you
go
so
I.
B
Just
don't
even
know
if
we
can
trust
them
to
get
the
work
done
in
the
same
pace
that
we
trust
them
in
the
office
and
I
said
well,
then,
then
we
have
a
different
problem
like.
So
how
do
you,
if
that,
if
you
believe
that
to
be
true,
how
do
you
I
don't
know?
How
do
you
start
to
solve
that
I
suppose
yeah.
A
A
A
We
needed
a
long
runway
of
hiring
and
relatively
senior
people
that
could
be
managers
of
one
that
had
enough
work
experience
to
understand
how
to
operate
independently
to
get
a
big
enough
staff
that
we
could
actually
carve
out
some
of
that
stuff
to
mentor
in
terms
that
really
haven't
worked
in
any
environment
or
let
alone
a
remote
environment.
Before
and
look
everyone
is
going
to
have
different
obstacles
that
they
have
to
overcome.
A
For
some
it'll
be
the
isolation
factor
for
some,
it
will
be
just
a
fear
of
reaching
out
because
they're
just
more
comfortable
tapping
someone
on
the
shoulder,
so
they
may
just
sort
of
sit
and
and
let
a
problem
kind
of
eat
them
alive
instead
of
just
reaching
out
and
asking
people.
So
managers
need
to
be
way
more
proactive,
especially
in
the
early
stages
of
a
transition.
To
make
sure
direct
reports
have
everything
they
need.
Like
are
you?
Okay?
Do
you
have
what
you
need?
Is
there
a
blocker
like
is
anything
blocking
you?
A
What
can
I
help
facilitate
kind
of
go
over
and
above
especially
during
those
early
days,
so
that
they're
comfortable
asking
questions,
because
there
will
be
a
lot
of
questions
like
you're
dramatically
changing
how
they
work
day
to
day?
And
if
you,
if
you
make
it
feel
like
you're
too
busy
with
the
transition
to
deal
with
their
minutiae
or
small
mundane
questions,
don't
probably
just
shut
down
and
that's
a
great
past
ago,
yeah.
B
And
then
I
guess
in
the
transition.
What
would
your
opinion
be
or
advice?
Do
you
do
you
say,
okay
by
February?
First,
we
want
to
be
fully
remote.
If
you
want
to
start
that
today
and
that's
conducive
to
your
life,
you
can
start
that
today,
here's
what
that
looks
like
if
you
only
want
to
start
it
on
February
1st,
so
you
can
do
it
or
do
you
pull
the
band-aid
off
and
say
we're
all
starting
February
1st
I
think.
A
B
A
As
there
is
a
set
date
where
it's
it's
going
to
be
transitioned
fully
over
and
I
think
the
other
important
element
is
even
for
the
people
that
might
want
to
stay
in
the
office
like
let's
say
until
the
lease
ends,
I
think.
As
soon
as
you
make
the
decision,
you
should
start
treating
everyone
as
if
they're
remote,
so
for
the
people
that
choose
to
still
be
in
the
office.
B
A
Just
keep
hanging
on
to
the
habits
that
they've
already
had
so
I.
Don't
really
have
an
issue
with
people
being
in
the
same
space
as
long
as
the
work
and
communication
gets
done
on
whatever
remote
channels
you
deem
appropriate.
So
everybody
has
to
act
like
the
remote
everybody
is
on
the
zoom
call,
don't
let
the
two
people
in
the
office
kind
of
like
hover
around
the
same
webcam.
Everybody
needs
to
open
up
their
own
computer
microphone
to
make
make
sure
it's
it's
one-to-one.
A
Maybe
it
maybe
once
a
week
or
every
other
week,
maybe
it's
during
the
one-on-one,
where
there's
just
this
sort
of
download
on
what
went
well
and
what
could
stand
to
be
improved
because
I
think
that
could
actually
turn
into
your
eventual
documentation
Zahn
how
to
do
remote
meetings.
Well
at
your
company,
people.
B
A
Jump
early,
just
let
them
document
hey.
This
meeting
went
really
well,
and
this
is
what
we
did
to
make
sure
it
incorporated
everyone
well,
and
there
were
no
snacks
in
this
meeting.
This
thing
was
briefly
talked
about,
but
I
wish.
We
would
have
had
an
agenda
and
like
this
didn't
get
documented,
and
this
went
wrong.
That
feedback
becomes
essential
to
what
your
eventual
processes
will
be
and
if
you
just
sort
of,
if
you,
if
you
don't
institute
a
documentation
process
in
the
mouth,
is
very
hard
to
wrap
your
head
around.
A
What
should
be
done
like
what
to
change
what
to
take
away,
because
it's
all
just
kind
of
hearsay.
That's
people
have
different
experiences
depending
on
if
your
remote
and
if
they're
in
the
office,
so
just
get
people
to
write
it
down
and
I'll,
say
it
feels
inefficient,
documenting
feels
so
slow
in
the
moment.
You
just
want
to
use
any
other
mechanism
in
the
world.
Slack
email
phone
call
yelling
whatever,
but
the
long
term.
Efficiency
gains
of
documentation
are
immense
and
you
really
need
to
get
buy-in
on
that
culture
for
remote
to
work.
B
Thank
you
and
then
my
kind
of
last
question
is
as
I
looked
hot
part
of
what's
exciting
about
remote
is
hiring
talent
anywhere,
especially
the
languages
that
we
code
in
it's
a
bit
of
a
rare
language
and
so
hiring
talent.
That's
had
to
move
away
because
the
cost
of
living
is
exciting.
For
us.
How
do
you?
B
How
do
you
hire
talent
that
has
never
before
worked
remote,
but
they
are
great
on
every
other
thing?
How
do
you
or
how
do
you
both
communicate
to
them?
What
that
feels
like?
So
it
sounds
like
documentation
a
little
bit
in
sharing
the
handbook,
but
then
how
do
you
determine
there
soon
pity
for
remote
yeah.
A
B
A
Not
like
the
de
facto
place
that
they
worked,
but
almost
everyone
will
have
an
instance
like
that,
and
so
what
we
do
is
we
try
to
ask
people
about
those
instances
and
just
give
them
free
rein
to
walk
us
through
what
that
scenario
looked
like
tell
us
about
how
you
worked
in
the
library
in
the
office
in
the
classroom
and
then
what
did
you
do
that
was
different
or
in
addition
to
or
what
you,
when
you
had
to
complete
a
portion
of
that
project
outside
of
that
normal
space?
You.
A
Situational
analysis
and
letting
people
kind
of
explain
how
they
would
do
things
outside
of
the
office.
The
other
big
perk
about
documentation
is
if
your
values
and
vision
and
strategy
or
all
make
public
you
can
share
this
with
recruits
before
they
even
interview
and
at
the
earliest
stage
of
the
interview
process.
You
can
have
a
candid
conversation
with
them.
Do
these
resonate
with
you?
Is
this
why
you
want
to
work
here?
Are
you
aligned
with
this
strategy?
Do
you
have
any
objections
to
any
of
the
values
or
mission,
or
anything
like
that?
A
So
a
lot
of
companies
are
kind
of
scared
to
put
that
out
there,
but
it
makes
it
allows
people
to
opt
into
your
workplace
and
be
self
selective,
which
is
a
more
efficient
way
to
recruit
and
hire,
and
we've
been
asked
this
recently
word
like
I:
don't
have
a
documentation
tool.
I
can't
just
have
a
million
Google
Docs.
The
discoverability
issue
is
crazy,
yeah
and
I'll
say
it
get
lab.
We
we
build
the
handbook
about
get
lab
comm
using
get
lab,
so
anyone
can
use
get
lab.
A
You
can
it's
a
great
tool
for
building
and
managing
the
handbook
because
of
the
discussions
and
the
track
changes
you
can
see
how
things
evolve
over
years.
It's
really
really
awesome,
but
I
recently
spoke
with
a
company
called
ask:
Almanac,
ASX,
Almanac
they're,
building
a
really
awesome
templatized
tool
for
companies
to
have
their
own
internal
handbooks.
It's
different.
A
Don't
really
think
wiki
scale
that
will
well
but
ask
Almanac
is
built
on
templates
from
other
companies
that
have
done
things
really
well
and
then
you
can
take
it
and
modify
it
to
your
own
and
they're
they're
just
getting
started,
but
I
think
the
future
for
them.
That's
really
bright.
Have
some
connectivity
amongst
other
companies
in
sort
of
crowd-sourced
best
practices
on
things
like
all
remote
meetings,
as
it's
becoming
us
yeah.
A
A
B
A
There
is
no
verbal
cue,
there's,
no
body
language
if
it's
just
you
staring
into
a
spreadsheet
or
a
screen
and
you're
not
talking
with
another
person
you're
just
trying
to
manage
a
project
project
on
your
own.
The
only
context
you
have
is
what
someone
wrote
down.
So
we
encourage
people
to
add
as
much
context
as
possible.
A
Also
we
work
asynchronously
and
if
you
hire,
if
you
start
to
scale
up-
and
you
start
hiring
people
in
vastly
different
time
zones,
you're
probably
going
to
be
forced
into
a
situation
where
some
of
your
team
has
to
work
asynchronously
as
well,
and
if
you're
moving
projects
along
and
the
more
you
can
write
about
them.
The
more
you
can
document.
A
It
allows
somebody
to
read
that
while
you're
asleep
and
fully
get
the
picture
and
not
have
to
wait
until
you
wake
up
to
then
virtually
tap
you
on
the
shoulder
and
say,
you've
read
this,
but
I'm
not
quite
sure
how
we
got
to
this.
Just
assuming
that
that
no
one
knows
anything
about
whatever
you're
writing
down
to
try
to
add
as
much
context
as
possible
again
feels
inefficient.
A
But
it's
one
of
those
things
that
if
you
document
a
process
in
a
way
that
saves
someone
from
tapping
you
on
the
shoulder,
20
30
40
times
over
the
year,
that
that's
enough
to
dramatically
change
how
productive
you
can
be
or
how
much
extra
time
you're
come
out
early
and
go
spend
time
with
family
and
scale
across
your
company.
It's
the
savings
can
be
massive,
so
it's
one
of
those
things
that
never
feels
super
good
to
have
to
document
things
in
such
a
detailed
and
prescriptive
way.
Let
the
the
downside
of
not
doing
that.
A
Is
you
get
bugged?
A
lot
more!
You
get
asked
the
same
question
time
and
time
again.
There's
ambiguity
on
the
team
and
what
I've
seen
is
that
get
leverage
other,
because
we
go
the
extra
mile
to
document
things
in
a
prescriptive
way.
It
really
shows
respect
for
another
person
and
you
pay
it
forward
by
documenting
something
in
such
a
way
that
you,
when
you
pick
something
up
that
someone
wrote
and
it's
exactly
what
you
need.
It
you're
very
grateful
that
that
person
took
the
extra
time
to
do
it
in.