►
From YouTube: Remote Work 101: Tips & tricks to stay productive, healthy, and engaged from GitLab's Head of Remote
Description
GitLab Head of Remote Darren Murph shares a presentation on remote work, covering tips and tricks to stay productive, healthy, and engaged.
This presentation looks at best practices for remote workers and teams, detailing the importance of documentation, working handbook-first, embracing asynchronous workflows, and more.
➞ All of GitLab's guide to remote work: http://allremote.info/
➞ GitLab's values and sub-values: https://about.gitlab.com/handbook/values/
➞ Remote work emergency plan: What to do (and where to start): https://about.gitlab.com/company/culture/all-remote/remote-work-emergency-plan/
➞ Remote work starter guide for employees: how to adjust to work-from-home: https://about.gitlab.com/company/culture/all-remote/remote-work-starter-guide/
➞ What not to do when implementing remote: don't replicate the in-office experience remotely: https://about.gitlab.com/company/culture/all-remote/what-not-to-do/
➞ How to use forcing functions to work remote-first: https://about.gitlab.com/company/culture/all-remote/how-to-work-remote-first/
A
Hey
all
I
am
Darrin
ahead
of
remote
at
the
gate
lab
and
in
this
presentation,
I'm
going
to
flip
your
notion
of
remote
work
entirely
on
its
head
and
I'll
leave
you
with
actionable
takeaways
that
you
can
use
to
implement
right
away
to
thrive
while
remote,
so
I
want
to
start
by
asking
you
a
question
what
comes
to
mind
when
you
hear
working
from
home,
so
it
may
actually
look
something
like
this
fella
here.
But
the
point
is
everyone
has
a
different
interpretation
of
what
remote
work
means.
A
So
a
bit
of
background
on
me,
so
I've
had
over
14
years
of
remote
work
experience
across
the
entire
spectrum
of
remote,
so
I've
worked
in
co-located
companies.
I've
worked
in
hybrid
remote
scenarios,
where
a
subset
of
the
company
goes
into
the
office
each
day
and
the
subset
works
remotely
and
at
gitlab
it's
an
all
remote
company.
So
we
have
1200
people
across
over
65
countries,
with
no
company
owned
offices
and
so
I'm
packaging
up.
A
First,
the
importance
of
making
documentation
a
core
value
and
the
importance
of
being
public
and
transparent
remote.
It
forces
you
to
be
transparent
and
you
can't
see
people
you
need
to
trust
that
they
have
the
information
they
need
and
they're
going
to
use
it
to
the
betterment
of
themselves
and
their
colleagues
and
the
company.
So
we
believe
that
all
remote
is
the
purest
form
of
remote
work,
there's
no
two-tier
type
of
citizenship.
Everyone
is
on
a
level
playing
field,
but
I
realized
that
most
companies
don't
have
that
luxury.
A
You
can't
just
unwind
all
the
way
back
to
the
days
when
you
did
not
have
an
office,
and
so
what
we're
going
to
talk
about
applies
to
pretty
much.
Every
company,
including
hybrid
remote
companies
and
even
co-located
companies,
could
stand
alone,
learn
a
thing
or
two
from
this.
So
the
reality
is
even
if
you're,
in
a
co-located
space-
and
let's
say
you
have
an
office
in
London
and
one
in
Singapore.
The
people
in
those
offices
are
already
remote
to
each
other,
and
so
it
behooves
you
to
put
these
remote
first
practices
in
place.
A
Now
a
lot
of
companies
are
coming
to
this
presentation
with
a
harsh
reality.
They
haven't
been
thrust
into
remote.
They
are
suddenly
remote.
They
have
tens
of
thousands,
maybe
hundreds
of
thousands
of
employees
that
now
have
to
work
from
their
home
and
they
had
no
warning.
There
was
no
operational
preparation,
maybe
their
home
20
been
set
up
for
that,
and
so,
while
this
will
touch
on,
how
do
we
saw
him
to
here
now
issue
to
get
us
through
our
new
reality?
A
We
can't
go
into
the
office
I
want
to
give
you
a
little
bit
of
a
forecast
on
why
this
matters
well
beyond
here
and
now.
There's
long
term
implications
for
lading
the
right
remote
infrastructure
now,
because
it
will
put
you
in
a
better
position
coming
out
of
this,
such
that,
even
when
you
can
send
your
employees
back
to
the
office,
the
truth
is
many
of
them
are
gonna
choose
not
to,
and
you
may
actually
recognize
that
you
know
maybe
to
de-risk
our
business.
We
should
diversify
where
people
can
work
from.
A
Maybe
we
shouldn't
tie
ourselves
so
closely
to
one
or
two
pieces
of
geography,
so
the
long
term
website
is
excellence.
You
get
operational
discipline
that
you
in
remote
that
you
can
easily
bypass
in
a
co-located
space
efficiency.
This
is
by
far
the
most
efficient
way
to
work
instead
of
tying
people
to
a
rigid
set
of
hours
plus
forcing
them
to
commute
in
and
commute
out
every
day,
a
decoupling
time
at
work,
you're
able
to
get
a
much
more
efficient
workforce,
especially
at
scale
an
opportunity.
This
should
become
a
core
part
of
your
talent
strategy.
A
Brilliant
people
live
all
over
the
world.
Many
of
them
do
not
want
or
cannot
relocate
to
some
of
the
major
job
centers
of
the
world
and
frankly,
they
may
experience
a
lower
quality
of
life.
In
doing
that,
so
you
have
to
recognize
that
you're
missing
out
on
a
lot
of
talent
and
a
lot
of
loyal
talent
by
not
tapping
into
the
world,
as
you
look
like
one.
So,
let's
start
with
some
of
the
key
challenges
in
embracing
remote,
especially
if
you've
been
thrust
into
it.
Workspace
is
a
key
one
for
workers.
A
The
common
question
is
what,
if
my
home
is,
is
designed
to
be
an
office,
the
second
most
communications
you
might
be.
We
never
thought
about
structuring
communications,
and
now
it's
an
urgent
need.
How
do
we
ensure
that
communications
go
everywhere
when
we
don't
even
know
where
people
are
and
how
do
we
prevent
communication
silos
and
how
do
we
commit
can
prevent
communications
from
becoming
fractured
across
various
channels?
A
And
then,
finally,
is
the
mindset
you
can
have
all
the
tools
in
the
world,
but
if
you
do
not
have
a
cultural
mindset
that
is
based
in
trust,
instead
of
fear
and
micromanagement,
it's
likely
that
your
remote
efforts
are
going
to
be
thwarted.
So
keep
that
in
mind
as
we
go
through
these
next
slides
and
truly
you
will
have
to
break
all
the
rules
and
some
of
the
things
in
remote
will
seem
awkward,
especially
if
you're,
comparing
it
directly
to
an
elf,
expect
in
office
experience
until
it
doesn't.
A
But
here's
the
thing
you
can't
just
copy
the
in-office
experience
and
paste
it
into
a
virtual
world,
and
nor
would
you
want
to
the
remote
world,
allows
you
to
do
much
more
innovative
things
across
all
fronts
which
we're
going
to
touch
on
next
now,
I
wanted
to
share
one
thing
really
quickly
about
how
git
lab
gets
things
done.
So
in
a
period
of
transition.
My
general
advice
is
minimize.
A
Apparently,
but
honestly,
all
of
get
lab
gets
things
done
with
four
key
core
tools
we
use
zoom
for
video
chats.
The
reason
we
choose
zoom
is
that
it
scales
really
well.
We
frequently
have
company
all-hands
with
six
hundred
seven
hundred
people
in
a
simultaneous
call
and
there's
no
stuttering
or
buffering.
It's
amazing
for
massive
massive
teams.
We
use
slack
and
I'll
touch
a
bit
on
how
we
use
like
differently
than
almost
anyone
else
uses
it,
but
we
do
use
slack
for
company
communications.
A
We
use
the
G
suite
Google
Docs
Google
slides
those
are
essential
to
what
we
do.
We
do
use
Gmail,
but
we
minimize
our
use
of
email,
accentuate
email
is
only
there
to
operate
with
non,
get
levers
the
outside
world.
We
try
to
do
almost
no
work
and
email
and
I'll
explain
why
the
last
the
most
important
tool
is
get
lab
the
product
itself.
A
We
actually
host
our
five
thousand
page
on
get
lab
in
all
changes,
merger
class
proposals
they
all
come
in
through
get
lab
with
product,
and
that
enables
and
empowers
our
entire
team
to
make
a
proposal
to
change
anything
in
our
handbook,
and
then
that
goes
to
the
DRI,
the
code
owner
of
the
section
and
they're
able
to
either
edit
that
change
or
push
that
change,
live
or
reject
that
change.
We
also
use
get
loud
for
all
of
our
project
management,
so
even
our
non
dev
and
engineering
teams
like
marketing
and
finance.
A
We
use
get
lab
to
manage
everything
into
end
and
the
reason
we
do
this
is.
It
is
a
tool
built
by
a
fully
remote
team
for
remote
teams
with
asynchronous
workflows
in
mind.
So
we
intentionally
use
this
tool
to
manage
our
projects,
because
it
enables
us
to
move
project
forward
regardless
of
time
zone
it
minimizes
our
need
for
synchronicity
and
minimizes
our
meet
or
meetings.
So
it
helps
us
in
our
world.
A
Well,
it's
puts
a
bit
on
what
we've
learned
from
our
trials
and
tribulations
and
also
give
you
a
few
anecdotes
on
how
we
think
and
I
want
you
to
consider.
This
section
is
you're
thinking
about
your
mentality
of
remote
work.
Think
about
what
it
could
look
like
if
you
saw
it
through
a
slightly
different
lens.
A
lot
of
this
doesn't
require
major
sea
changes
and
how
you
think
it's
just
a
slight
twist
on
the
norm,
so
it
starts
with
the
value
of
a
single
source
of
truth.
A
So
one
of
the
core
issues
you'll
see
in
remote
teams,
information
is
everywhere.
You
don't
know
what
to
trust.
You
don't
know.
What's
the
latest
you
don't
know
what's
the
most
of
today
or
who
has
the
right
information,
a
single
source
of
truth.
Forget
lab
is
our
handbook
and
we
were
at
handbook.
First
I
would
encourage
any
remote
team
to
start
a
handbook.
Now
you
can
use
notion
if
you
want
to
get
started
quickly
and
get
lab
pages
will
help
you
get
up
and
running
as
well.
The
things
to
focus
on
here
is
just
start.
A
It
will
start
as
one
page
and
if
you
want
this
work,
just
started
as
an
FAQ
and
start
answering
some
basic
questions
that
your
newly
remote
team,
perhaps
things
like
how
do
we
put
in
for
PT
Atta,
who
do
I
call
if
this
breaks?
What
if
I
can't
get
octa
to
connect?
What
do
I,
who
do
I
go
to
for
an
access
request?
A
Some
of
these
basic
questions,
instead
of
answering
them
ad
nauseam
every
time
someone
asks
document
it
document
the
answer
to
some
of
these
frequently
asked
questions
and,
as
you
iterate
on
that
document,
every
day
more
and
more
things
will
be
answered,
and
then
it
will
become
a
more
rancid
document
and
eventually
it
will
get
to
the
point
where
even
people
that
join
down
the
road
will
be
able
to
look
back
at
what
you
documented
today
and
benefit
from
it.
It's
the
notion
of
paying
it
forward.
So
this
helps
us
to
embrace
asynchronous
workflows.
A
We
want
to
get
as
much
documentation
down
in
a
single
source
so
that
anyone
can
access
it
without
having
to
tap
someone
on
the
Virtual
shoulder
because
people
may
be
asleep
or
out
playing
with
their
kids
or
doing
anything
we
hire.
Managers
of
one
people
are
people
are
empowered
and
expected
to
manage
their
own
time,
not
to
necessarily
be
in
a
sea
at
a
given
time.
That's
really
only
possible
if
you
provide
them
the
information
in
a
transparent
way,
and
that
just
goes
right
into
building
trust
in
community.
A
We
all
have
to
trust
each
other
that
we're
working
toward
a
common
call
and
with
that
single
source
of
truth,
everyone
knows
what
the
common
goal
is.
It's
all
documented
for
everyone
to
see
information
is
in
one
place,
so
we
all
have
a
common
North
Star
to
rally
around
I
want
to
talk
about
some
of
the
things
we
do
differently
on
the
communication
front.
So
here's
how
we
think
about
communicating
at
a
base
level.
Every
answer
should
be
a
link
and
I
kind
of
alluded
to
this
in
the
prior
slide.
A
But
I
want
to
give
you
an
actual
example
here.
So,
every
time
a
new
hire
joins
the
team,
inevitably
they'll
have
a
bunch
of
questions
that
always
new
every
new
hire
has
and
when
they
ask
me
a
question,
my
goal
is
to
be
able
to
answer
back
every
single
time
with
a
link
that
points
them
to
a
handbook
page.
That
explains
the
answer
to
whatever
they're
after
this
is
a
highly
respectful,
highly
inclusive,
highly
efficient
way
to
communicate.
It
shows
respect
for
this
person's
time
allows
them
to
take
that
handbook
page.
A
A
What
it
immediately
tells
me
to
do
is
to
define
the
answer
for
this
person,
convey
the
answer
and
then
go
put
this
in
the
handbook
and
create
a
link
such
that
every
person
that
comes
after
who
would
ask
the
same
question
can
now
have
that
link
to
find
at
scale
and
extrapolated
over
time
by
documenting
answers
such
that
you
can
answer
with
a
link,
your
team
gains
massively
on
the
efficiency
front.
Another
thing
about
tools
and
using
them
slightly
differently
in
a
remote
setting,
is
how
we
use
slack.
A
So
we
expire
our
messages
after
90
days,
and
this
usually
gets
a
confused
look.
Why
would
you
do
that?
We
do
it
very
intentionally
so
that
people
won't
work
in
slack.
If
you
know
that
you
can't
simply
go
query
a
term
and
see
how
work
progressed
and
slack,
you
won't
use
slack
for
work,
so
this
acts
as
a
Forks,
a
forcing
function
to
do
our
work
and
get
lab
the
product,
not
in
slack.
So
that's
the
first
reason
we
do
it.
A
A
It's
really
only
good
for
one
thing
and
that's
in
formal
communication,
and
so
if
you
look
in
the
collab
handbook
on
our
communication,
page
you'll
see
that
we
have
a
ton
of
topical
channels:
everything
from
music
to
hiking,
to
video
games,
to
mental
health,
to
parenting
and
the
parenting
one
I
love,
because
it
allows
all
of
the
parents
at
get
lab
to
join
in
one
channel,
and
we
can
ask
each
other
things
like
hey.
My
seven-year-old
won't
rest
in
the
morning
to
go
to
school.
A
A
But
we
will
provide
links
on
how
we
think
about
meetings
and
that
the
shortcut
there
is
don't
have
a
meeting
if
there's
not
an
agenda
and
if
you
get
in
a
meeting,
invite
and
there's
no
agenda
you're
welcome
to
the
climate.
This
was
a
heavy
burden
on
meeting
so
that
people
don't
default
in
meetings.
First,
you
want
to
make
sure
it
has
to
have
an
agenda
so
that
it's
transparent,
everyone
can
see
it
and
then
it's
on
the
meeting
organizer.
So
then
document
any
takeaways
in
the
handbook.
A
That's
the
mindset
you
want
to
be
here
when
it's
special
one
more
time
on
staying
connected,
so
this
is
really
big
for
remote
team.
A
lot
of
people
feel
like
if
they
leave
the
office,
they
don't
get
that
genuine
bond
with
people.
So
as
a
remote
team,
you
have
to
be
very
intentional
about
structuring
informal
communications,
because
what
would
happen
spontaneously
in
an
office
will
not
happen
unless
you're
people
group
establishes
a
runway
for
people
to
communicate
so
consider,
weekly
or
monthly
Show
and
Tell
calls
or
talent
calls
invite
your
kids
to
the
room.
A
Maybe
they'll
do
some
crazy
trick
and
then
let
the
team
vote
on
it
and
see
who
expressed
the
craziest
talent,
invite
people
to
have
coffee
chats,
just
have
a
topical
room
and
slack
or
teams
where
people
can
just
come
in
there
and
say:
hey
I
just
need
their
off
steam
for
20
minutes
and
what
I
encourage
people
to
really
think
about
here
is
don't
overthink.
This
informally
communicate
the
same
way
you
would
in
an
office.
So
let's
say
you're
in
an
office
and
after
a
couple
of
meetings,
you
just
need
to
go.
A
Walk
to
the
coffee,
machine
or
water,
cooler
and
you're
gonna
grab
another
person
and
talk
about
sports
or
music
or
what
you're
doing
this
weekend.
You
can
do
that
exact
same
thing,
but
virtually
just
tap
someone
on
your
virtual
shoulder
or
have
a
room
where
people
can
volunteer
that
way.
You're
not
interrupting
people
throw
together
a
Zune
call
invite
people
in
you
actually
may
find
that
there
are
more
people
that
want
to
converse
about
whatever
topic
you
want
to
converse
about,
whereas
that's
mostly
going
to
be
a
one-to-one
or
maybe
one
to
two
thing.
A
So
it's
an
even
more
inclusive
way
to
do
it.
But
the
thing
is:
most
people
aren't
familiar
with
doing
this.
So
as
a
people
group,
you
need
to
urge
people
push,
people
show
people
how
to
do
it
and
again,
it'll
seem
awkward
until
it
doesn't
and
then
it
will
become
second
nature.
This
is
how
you
communicate
the
other
cool
thing.
There
is
going,
let
people
be
remote,
you
invited
them
to
bring
their
whole
selves
to
work
their
whole
home.
Their
whole
background,
wherever
it
may
be,
and
meetings
are
about
the
work,
not
the
background.
A
A
lot
of
people
have
a
stigma
attached
to
you.
I
need
my
background
to
be
as
sterile
and
clean
as
the
office
throw
that
away
in
a
remote
setting.
None
of
that
matters
invite
people
into
your
home
or
your
co-working
space
wherever
that
may
be.
If
your
kid
comes
into
the
meeting,
that's
awesome:
it's
not
a
bad
thing.
What
a
cool
thing
it
is
to
be
home.
A
Your
family,
while
you're,
also
able
to
work,
takes
a
slight
mental
shift,
but
when
you
embrace
that-
and
you
make
sure
that's
known
culturally
company-wide,
it
enables
people
to
just
have
fun
with
it.
So
we
look
at
five
things
that
you
can
implement
today
in
your
journey
to
remote.
What
are
the
things
that
you
can
do
right
now?
A
The
first
thing
to
do
is
if
you're
at
home
carve
out
a
dedicated
workspace.
So
if
you're
in
a
home
big
enough
that
you
can
devote
a
room
to
it,
that's
ideal,
if
you're
in
a
small
ones
or
the
bedroom
apartment,
find
something
that's
makeshift,
even
if
you
just
hang
a
curtain
or
a
towel
or
something
to
block
off
a
space
where
you're
going
to
work
so
that
it
creates
clear
delineation
between
where
you're
working
and
where
you're
living
that
physical
separation
is
absolutely
key.
This
goes
into
separating
work
from
life.
A
Burnout
is
a
real
thing
and
it
is
definitely
possible
to
get
burned
out
when
you're
working
from
home
and
it's
important
to
make
intentional
efforts
to
separate
work
from
life,
because
it's
all
too
easy
for
sleep
to
just
kind
of
blur
into
work
to
just
kind
of
blur
into
sleeping
again
and
you
lose
track
of
time
lose
track
of
your
identity.
So
if
you're
just
shifting
to
remote
now,
one
thing
I
would
recommend,
is
proactively
planning
the
time
that
you
would
usually
spend
commuting.
A
So
maybe
you
proactively
plan
to
just
rest
more
totally,
fine,
but
replace
it
with
something
proactively,
replace
it
with
cooking
or
place
it
with
exercise,
replace
it
with
elearning.
With
your
children,
replace
it
with
calling
relatives
or
friends,
replace
it
with
writing
notes
or
a
gratitude
journal,
anything
but
be
deliberate
about
replacing
it
with
something.
This
helps
you
to
wake
up,
ran
into
the
day,
doing
something
intentional
in
place
of
the
commute
and
then
ramping
out
of
the
day.
A
Doing
something
in
place
of
the
commute
you'll
quickly
find
that
those
are
a
lot
more
awesome
than
the
actual
commute
and
you'll
probably
see
them
once
that
genie
is
out
of
the
bottle.
You're
gonna
have
a
hard
time
going
back
and
you'll
start
to
understand
why
our
motors
love
the
freedom
and
autonomy
that
they
have
don't
stop
engaging
with
people.
A
If
you
normally
communicate
with
people
around
the
coffee,
machine
or
water,
cooler
keep
doing
that
as
I've
mentioned,
you
just
have
to
be
a
little
bit
more
proactive
about
that
and
experiment
with
some
video
based
chat
tools.
It's
also
something
to
consider
if
you're
a
team
leader
to
just
have
a
soom
link,
that's
kind
of
always
on
kind
of
like
a
hotel
lobby.
So
if
anybody
wants
to
come
hang
out
we're
here
in
the
hotel
lobby,
you
can
come
when
you
please
leave
when
you
please
no
expectations.
A
Let's
just
hang
out
respect
the
routine,
but
give
yourself
permission
to
experiment
with
change.
So
here's
the
deal
on
routines,
a
lot
of
people
will
say
if
you're
thrust
into
remote
make
sure
you
keep
the
same
routine,
that
you
have
when
you're
going
into
the
office
and
there's
some
truth
to
that.
Sometimes
the
routine
helps
people
stay
focused
on
doing
the
work
when
you
need
to
do
it
and
then
getting
away
from
work
when
you
need
to
get
away
from
it.
A
But
here's
the
thing
recognize
that
when
you're
working
remotely
you
do
have
more
freedom
in
your
day
and
so
I
would
say:
experiment
with
change,
be
open
and
communicative
about
it
with
your
team,
if
you're
going
to
start
working
on
hours,
but
this
actually
only
enables
you
to
have
an
honest
conversation.
If
you
work
better
in
the
evenings
or
kind
of
off-peak
hours,
Ramona's
gonna
be
amazing
for
you,
you
can
kind
of
enjoy
your
morning.
Maybe
go
outside,
go
for
a
walk
start!
A
Your
day,
a
little
bit
later
and
then
kind
of
work
into
the
evening
when
it's
dark
anyway,
where
your
peak
productivity
is.
This
also
helps
to
force
the
asynchronous
nature
of
work.
If
you
don't
have
people
on
it
the
exact
same
hours,
it
just
encourages
you
to
think
about
work
more
from
a
patient
going
to
stand
point
now.
I
know
this
might
not
be
practical
for
all
companies
right
away
but
think
about
it
and
work
towards
it.
For
most
employees.
A
This
is
a
major
perk,
and
so,
if
you're
looking
for
ways
to
kind
of
give
back
to
your
workers,
when
they're
in
a
suboptimal
environment,
allowing
them
to
experiment
with
their
day
live,
a
nonlinear
workday
could
be
something
that
creates
massive
gains
and,
lastly,
roll
with
the
changes.
Here's
the
thing
it's
all
going
to
be
a
process
and
you're
gonna
have
to
iterate
on
it
daily
if
you're
a
team
leader
and
you're
thinking
about
opening
a
brand
new
brand
new
office
in
New,
York
City.
A
What
are
the
chances
that
the
office
is
going
to
work
flawlessly
on
day?
One
probably
not
you're
gonna
have
key
fobs
that
don't
work.
The
elevator
may
get
stuck,
maybe
lunch
shows
up
late,
maybe
it's
too
hot.
It's
too
cold.
It's
not
gonna
be
perfect,
but
no
one
just
leaves
the
office
after
day.
One,
it's
not
perfect
and
the
same
should
be
thought
about
remote.
Go
into
it.
A
Let
your
EA
me
that
documentarian
and
if
you
have
friction
in
how
you
normally
communicate
or
get
information,
let
them
write
this
down
and
you
will
see
themes
that
emerge
from
this
communication
gaps
or
voids
that
need
to
be
filled
and,
as
you
see,
themes
that
are
mentioned
more
often
than
not.
That
creates
your
priority
list
on.
What
do
we
fix?
First,
before
you
know
it
a
few
weeks
in
you'll
be
way
better
than
you
were
a
month
ago
and
then
three
months
in
you'll
start
to
think.
A
Why
didn't
we
do
this
sooner
and
even
if
you
bring
people
back
into
the
office
because,
let's
face
it,
some
people
like
the
office
and
some
people
just
aren't
built
to
work
remote.
These
foundational
practices
that
you
lay
now
will
help
your
team
work
more
efficiently,
no
matter
where
people
are,
if
it's
a
co-working
space,
if
it's
on
an
airplane
hotel
room
or
if
it's
back
in
the
office,
listen
we're
all
in
this
together.
A
If
your
company
just
became
a
remote
team,
welcome,
you
have
an
amazing
opportunity
ahead
of
you
and,
if
you're
looking
for
more
specific
tips,
please
please
visit
all
remote
info
I've
authored
over
30
guides
on
how
get
lab
thinks
about
every
part
of
a
month
from
asynchronous
workflows
to
handbook.
First,
how
we
do
meetings
even
how
we
hire
and
compensate
people
across
65
plus
countries
in
the
world,
we're
building
more
all
the
time.
There's
even
a
guide
there
on
how
to
think
about
a
nonlinear
workday.
A
So
if
you're
an
employee,
you're
thinking,
what
do
I
do
with
this,
how
do
I
imagine
what
my
day
could
be
like?
We
have
some
awesome
props
there.
We
have
tools
for
leaders,
tools
for
executives
and
guides
for
workers
as
well.
Please
join
the
all
remote
conversation
on
Twitter
and
in
LinkedIn,
with
the
hash
tag
all
remote
and
feel
free
to
get
in
touch
with
me.
Darren
I
am
at
Darren
Murph
on
Twitter.
Thank
you.
So
very
much
for
listening
feel
free
to
create
a
merge
request
or
leave
feedback
in
true
get
lab
fashion.