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From YouTube: WEBINAR: How to Align and Inspire a Remote Team
Description
The workforce has now shifted to a remote model wherever possible. With that comes new challenges and opportunities to leverage tactics and tools we haven't had to before.
In this webinar, Ally.io's Matt Volm, Gitlab's Emilie Schario, and CloudApp's Joe Martin discuss the lessons they've learned, and tools that have made their team successful.
From OKRs to enabling asynchronistic work and creating cultural moments, learn what you can do to develop a remote team that feels empowered and connected to company goals.
A
A
So
we're
joined
by
some
incredible
speakers
today
who
have
a
wealth
of
knowledge
that
they're
gonna
share
about
managing
remote
workflows
and
the
processes
and
tools
that
they
use
to
make
sure
that
operation
is
seamless
and
I
likely
speak
for
a
lot
of
you
on
the
call.
When
I
say
we
have
a
ton
of
questions
for
them.
So
please
make
sure
your
questions
are
in
the
Q&A
panel.
I
can't
promise
we're
gonna
get
to
all
of
them,
but
we're
going
to
do
our
best.
A
B
Kevin
for
having
me,
like
you
said
my
name's
Emily
cheerio
I've
been
acting
lab
for
two
years.
I
joined
the
first
data,
analyst
moved
into
a
data
engineering
role
and
now
I'm
gonna
strategy
role
on
the
a
chief
of
staff
team.
As
an
internal
strategy
consultant
I
spent
pretty
much
my
entire
career
since
I
graduated
from
college
working
remotely
we're
in
my
first
role.
B
I
would
go
into
an
office
that
the
team
I
worked
with
the
product
team
was
all
about
and
then
ever
since
then
I've
not
worked
in
an
office
because
the
realities
of
my
personal
life,
my
partner's
career,
is
geographically
bound
and
I
spend
a
lot
of
time
following
him.
Around
I
knew
that
I
could
only
work
remotely
and
get
lab
has
been
a
really
great
opportunity
for
me
to
grow
my
career
and
work
remotely.
B
A
C
Absolutely
yeah
get
lab
was
the
hipster
remote
group,
but
we're
all
trying
to
just
keep
over
them.
Yeah
really
excited
to
be.
You
know,
next
to
Emily
on
the
screen
here.
Get
lab
is
obviously
legendary
in
remote
and
also
I
love
that
they
have
open
documentation.
This
is
really
helpful
in
developing
the
internal
handbooks
that
I've
I've
helped
put
together
at
cloud
out
so
cloud
app
is
a
visual
communication
tool,
allows
you
to
capture
and
share
screenshots
gifts
and
videos
instantly.
C
We
have
an
aggression,
integration
with
github
gitlab
slack
lots
of
places
that
you
are
I've
been
here
about
a
year
and
kind
of
took
on
the
mantle
of
starting
a
marketing
program
at
cloud
app
prior
to
that
I
was
at
Adobe
for
over
seven
years,
doing
lots
of
different
things
actually
started
as
an
analyst
like
Emily,
and
did
a
lot
of
external
facing
reports
on
on
data
and
kind
of
build
some
fun
things
with
with
Toby.
So
it's
been
a
been
a
ride.
C
D
Hey
everyone.
It's
like
time
said
my
name's,
matt
baume
and
business
operations
at
ally.
Ally
is
ok
our
software
that
helps
keep
remote
teams
connected,
so
obviously
something
that
is
hyper.
Critical.
Given
the
environment
that
we're
in
today
and
beyond
the
fact
that
I,
like
Kevin
and
that
I
think
he's
a
really
nice
guy.
A
Awesome
thanks
Matt
so,
and
thank
you
to
all
three
of
you
really
excited
for
this
conversation
to
dig
in
I
want
to
set
the
stage
a
little
bit
so
there's
an
elephant
in
the
room
that
we
need
to
address.
Obviously
this
isn't
the
typical
remote
environment.
The
the
Coby
19
virus
has
really
not
only
just
reshaped
the
way
that
we
work.
It's
reshaped
the
entire
way
that
we
live.
It's
added
a
lot
of
pressure
and
stress
and
some
uncertainty
that
that
every
single
person
on
your
team
and
probably
yourself,
are
facing
every
single
day.
A
So
even
even
a
lot
of
small
stuff
is
challenging,
as
Joe
mentioned
is
his
kids
may
run
in
I.
Have
a
toddler
watching
Mickey
Mouse
Club
right
behind
me
right
now,
so
I'm
praying
it
keeps
them
distracted
through
this
entire
thing,
because
we
don't
have
child
care
anymore
side.
Note
if
you
do
hear
goofy
laughing
or
a
child
singing
about
dinosaurs,
just
think
about
how
it
adds
to
the
ambience.
C
A
Remote
work
webinar,
so
this
is
this
is
all
good
stuff,
and
you
know
with
all
of
these
added
distractions
and
stress
your
employees
and
yourself
are
at
a
much
bigger
risk
of
feeling
disconnected
and
feeling
disconnected
not
only
from
each
other
but
from
their
work.
So
we
see
this
manifested
in
a
few
ways
number
one.
A
There
is
a
lack
of
transparency
that
we
were
very
lucky
to
have
when
there's
a
more
natural
and
free-flowing
environment
in
your
office,
and
now
we
teeter-totter
between
over
communicating
and
under
communicating
by
adding
extra
meetings
or
micromanaging
things
and
and
then
you
know,
sometimes
just
developing
a
lack
of
trust
as
a
result.
So
the
ability
to
collaborate
and
stay
aligned
is
huge,
but
there's
a
new
wrinkle
here.
A
So
we
can't
can't
hop
in
a
conference
room
and
whiteboard
out
an
idea
or
catch
up
in
the
hallway,
but
we
can
focus
and
prioritize
and
make
sure
the
things
that
we're
working
on
are
aligned
and
that
we
are
are
thinking
about
things,
the
right
way
and
thinking
about
each
other's
priorities
as
well,
so
it's
harder
than
it's
ever
been,
but
we
have
some
some
experts
on
the
call
today
who
can
help
us.
Do
it's
the
the
right
way?
A
So,
let's
dig
in
a
little
bit
and
I
want
to
start
with
a
question
for
Emily,
because
yet
lab
has
such
an
interesting
background
as
the
world's
largest
remote
real
are
just
fully
remote
company.
So
tell
me
a
bit
about
what
you
see
as
some
of
the
common
pitfalls
and
problems
that
folks
will
run
into,
even
just
when,
when
it's
an
individual
joining
a
remote
team
like
gitlab
and
what
are
some
of
the
best
ways
they
can
address
those
yeah.
B
I
think
the
first,
the
first
myth
to
bust
is
that
remote
work
is
just
like
the
same
work
you
do
in
an
office
at
home.
Right
remote
meeting
is
taking
a
meeting
from
a
conference
room
and
putting
in
his
new
room.
That's
not
the
way
a
remote
work
works,
so
there
are
different
phases
to
the
transition
to
remote
work.
I'll
drop
a
link
in
the
chat
as
soon
as
I'm
done
chatting,
but
it
starts
by
you
move
from
a
conference
room
to
a
zoom
room.
B
Instead
of
a
water
cooler,
you
move
to
the
random
channel.
In
slack,
you
use
a
lot
of
gifts
all
right,
so
you
do
things
you
did
in
person
and
you
move
them
into
not
person
not
in
person
communication
and
then
the
second
step
is
when
you
start
to
realize.
Oh,
like
there
are
efficiencies
to
be
had
by
working
in
this
way,
so
you
realize
that
you
don't
need
a
stand-up
meeting
every
morning.
It
anymore
you
can
just
have.
B
Slack
or
you
realize
you
don't
need
that
planning
meeting
every
more
ever
every
week
anymore.
You
can
just
you
know,
reprioritize
your
issues,
then
the
third
step
is
when
you
realize,
like
the
real
magic
with
remote
work,
is
when
you
enable
people
to
work
asynchronously.
So
when
people
don't
have
to
be
on
a
call
to
get
things
done,
or
they
don't
have
to
be
in
a
in
a
call
to
whiteboard,
then
people
kind
of
come
to
the
table
whenever
they're
at
their
best.
You
know
whether
that's
collaborating
in
an
issue
asynchronously
or
developing
an
idea.
B
Asynchronously
were
working
on
a
new
feature,
whatever
it
might
be,
but
doing
it
when
you
don't
have
to
be
doing
at
the
same
time
allows
people
to
work
whenever
they're
at
their
best
and
what
we're
seeing
right
now
with
the
a
lot
of
our
families,
are
sharing
a
lot
of
the
same
difficulties.
You
talked
about
Kevin,
not
having
childcare
or
if
they
have
some
childcare,
not
all
childcare
or
there
they
have
a
spouse,
who's,
also
working
who
means
they're
handing
off
responsibilities
with,
and
so
they
can't
work
like
a
nine-to-five
in
their
normal
time
zone.
C
B
Or
whatever
combo
of
15-minute
increments
throughout
the
day
that
you
need
to
do
to
get
your
work
done
so
I
think
if
we
lay
that
out
the
first,
is
you
move
from
a
conference
room
to
online?
The
second
you
move
to
more
efficient.
The
third
is
when
you
really
leverage
asynchronous
and
then
the
fourth
is
when
you
start,
you
start
really
deep,
intentional
work.
So
that's
where
you
start
scheduling
things
like
coffee,
chats
to
really
build
that
culture
and
relationship
with
team
members.
You
measure
results
or
your
output.
B
Instead
of
you,
know,
time
spent
in
a
seat.
You
eliminate
your
office.
If
you
have
one,
that's
when
you're
you're
really
committed,
I
think
teams
that
that
what
we're
seeing
is
a
lot
of
teams
are
in
phase
one
right
now
they
can't
go
into
the
office,
so
they've
moved
to
the
internet,
great,
that's
a
first
step
and
what
we
would
really
love
to
help
teens
do
and
what
we're
trying
to
build
out
resources
to
make
better
it
and
make
easier
is
moving
to
those
next
stage
phases
in
the
process.
So
it's
definitely
not
easy.
B
We've
learned
a
lot
of
things.
The
hard
way,
the
one
tip
that
I
can
share
if
I
had
to
only
give
one,
it's
gonna
be
to
write
everything
down
so
write
your
thought
process.
How
did
you
come
to
a
decision?
Don't
just
say
this
is
what
we're
doing
share
that.
This
is
how
you
got
to
that
thought
process
and
that
way,
when
Sally
or
Joe
logs
on
12
hours
later
in
an
opposite
time
zone.
A
That's
those
are,
those
are
great
tips.
I.
Think
writing.
Everything
down
is
super
important.
We
Matt
and
I
were
joking
about
a
meeting
we
had
yesterday,
where
we
looked
back
at
our
notes
after
the
meeting
and
basically
it's
it
said,
Oh
Sydney
is
gonna,
do
marketing
and
we
had
both
cut
it
off
there
because
we
were
so
busy
and
focused
on
other
things
being
able
to
refer
back
to.
Some
of
that
is
super
helpful
I
want
to
touch
on
two
of
the
points
you
said.
A
One
of
them
was
just
creating
time
to
have
that
human
connection
with
your
colleagues
and
with
the
people
that
you're
working
with
every
day,
I
think
as
we're
all
feeling
a
little
bit
isolated
right
now,
that's
that's
important
as
well
for
our
own.
You
know
mental
health
and
well-being,
but
it
does.
It
creates
a
more
cohesive
culture.
B
B
He
had
a
kid
how
exciting
and
I
am
genuinely
excited
for
him,
despite
the
fact
that
we've
really
only
hung
out
in
person
movie
three
weeks
total
over
the
last
two
years
that
we've
worked
together,
so
it
does
require
a
serious
level
of
intentionality
to
build
these
relationships
when
you're
doing
it
over
zoom,
like
you,
have
to
actually
put
a
calendar,
invite
on
the
calendar
to
make
the
call,
but
the
the
emotional
return
on
that.
The
relationship
that
you
build.
Your
call
it
with
your
colleagues
is
really.
A
A
Half
of
our
company
is
in
Bellevue
Washington,
and
so
there's
this
24
hour
work
cycle
and
getting
myself
used
to
not
getting
that
slack
response
right
away
when
I
need
something
or
waiting
until
the
next
day
to
hear
back
about
a
project
that
we
were
working
on
took
took
some
getting
used
to
so
Joe
I
know:
you've
worked
with
remote
teams
before
Matt.
You
pull
the
puppet
strings
on
how
both
of
our
offices
work
together.
C
India
is
exactly
twelve
hours
ahead,
so
no
one
was
ever
happy
on
a
phone
call
right
like
it's
either
early
in
the
morning
or
late
at
night,
and
it's
not
a
super
great
experience
so
actually
discovered
cloud
app
and
used
it
pretty
religiously
at
Adobe
as
along
with
a
lot
of
other
people,
and
it
was
exactly
what
Emily
said.
It's
it's
really
an
async
tool
where
I
could
record
thoughts
with
video.
C
You
know
we'd
still
try
and
meet
real
time
on
zoom
or
like
at
Adobe
those
blue
jeans
every
every
other
week
or
so
just
as
a
touch
base,
but
we
could
record
videos
and
record
our
screen
and
kind
of
markup
presentations
and
kind
of
combine
that
collaboration
doc.
We
used
SharePoint
and
Google
box
along
with
videos
and
visuals
from
you
know.
The
screenshots
or
the
videos
or
the
gifts
was
really
a
great
connecting
point
and
then
like
building
on
Emily
as
well
it.
C
C
C
A
D
D
The
other
thing
that
I
will
second
or
third,
is
what
Emily
mentioned
in
terms
of
not
just
communicating
the
decision
that
you
made,
but
how
you
arrived
at
that
decision
I
think
is
critical
as
well,
and
it's
one
of
the
reasons
why
I
like
using
video.
It's
a
lot
easier
to
talk
through
to
share
record
your
screen,
mark
things
up
as
opposed
to
just
typing
or
writing
it
down.
I.
D
Think
it's
also
easier
for
folks
on
the
other
side
to
digest,
but
those
those
things
will
save
you
from
that
30-minute
meeting
that
you
would
have
otherwise
needed,
and
it
gives
you
that
ability
to
work
in
separate
time
zones
where
no
one
wants
to
be
up
at
6:00
a.m.
on
a
meeting
or
on
a
call
at
6:00
p.m.
at
night.
So
those
things
I
think
are
critical
and
then
also
getting
that
personal
connection.
I.
D
So
some
of
the
things
that
I've
tried
to
do
at
at
a
line
that
I
think
we've
been
doing
a
fairly
good
job
at
are:
we've
created
some
some
dedicated
slack
channels
where
people
can
say
post
pictures
of
their
kids
post
pictures
of
their
dogs.
Their
cats
gives
us
that
kind
of
personal
element
that
didn't
exist
before
we
also
started
this
fun
kind
of
I'll.
Call
it
a
contest
where
each
employee
will
ask
a
family
member
to
describe
what
they
think
they
do
for
work
for
a
living
and
the
responses
are
pretty
hilarious.
D
Kevin's
wife
thought
that
he
works
for
a
company
that
helps
other
businesses
track
things.
That
is
literally
what
he
said,
and
some
of
the
responses
have
been
really
funny.
But
again
they
give
you
that
kind
of
personal
connection
and
just
give
you
a
view
into
kind
of
the
real
real
people
that
you're
working
with
on
any
given
day.
So
I
think
the
more
that
you
can
do
there
to
feel
connected
I
think
the
better
you
know,
the
better.
Your
performance
will
be
on
the
business
side
as
well,
especially
gearing
these
really
tough
challenging
times.
Thanks.
B
I
could
tag
on
to
that
I'm
talking
about
transitioning
to
asynchronous
communication,
I
think
one
of
the
because
we
talked
about
it
and
everyone's
yes
asynchronous.
This
is
amazing
and
a
really
tactical
thing
people
could
start
doing
if
you
walk
out
of
this
call
and
you're
like
how
do
I
start
working
more
asynchronously
stop
presenting.
So
when
you
have
five
people
on
a
call,
you
don't
need
to
go
through
a
board
deck
or
any
deck
right.
C
And
don't
take,
don't
worry
about,
takes
and
being
perfect
I.
Think
video
is
very
challenging
in
that.
Like
one
thing,
I
challenge,
my
team
to
do
is
like
we
have
this
30-second
vlog
about
the
blog
before
every
blog
post
and
it's
just
a
quick
breakdown
using
you
know
cloud
app
to
record.
This
is
what
the
blog
is
about
and
there's
a
lot
of
ohms
and
ahhs
and
people
walking
in
the
background
and
craziness
going
on.
It's
like
video.
C
Let's
remove
the
stigma
of
video
and
do
like
I
always
say
one
take
Joe
like
I,
always
I
always
try
and
do
everything
in
one
take,
and
sometimes
it's
terrible
and
sometimes
I
have
to
like
come
back
inside,
be
like
okay,
sorry
about
that,
I
totally
went
in
a
different
course.
You
know,
but
it's
one
take
like
don't
worry
about
mistakes,
we're
all
human
and
make
video
you
know
just
like
you
would
a
real
time
call.
A
Yeah
great
great
stuff,
guys
so
I
want
to
dig
in
on
the
the
video
piece
and
the
asynchronous
communication,
specifically
with
a
question
for
you.
Joe
one
of
the
I
think
things
that
we
noticed
in
our
first
week,
where
everybody
went
fully
remote
is
that
we
we
over
indexed
on
meetings.
So
we
were
scheduling,
Xoom
meetings
for
every
conversation
that
would
have
happened
in
the
hallway
and
I
I.
Think
that's
a
challenge.
I've
heard
other
people
run
into
and
I
also
know
that
that
cloud
app
has
has
helped
eliminates
them.
C
C
So
it
kind
of
shows
that,
like
you,
know,
we're
all
kind
of
going
through
this
funny
transition
where
it's
like
I
at
work.
You
know
my
I'm
fortunate
that
my
wife,
you
know,
started
to
stay
home,
and
so
we
only
have
one
person
working,
but
if
I
hear
like
craziness
and
screaming
and
crying
and
yelling
like
at
work,
I
would
not
hear
that
and
I
would
just
kind
of
go
about
my
day.
But
here
I'm
like
okay,
this
is
getting
a
little
crazy.
I
should
go
help
so
that
eliminates
my
work
time.
C
It
pulls
me
out
of
the
zone
that
I
was
in
and
so
there's
a
little
bit
of
difference
in
you
know,
I'm
working
later
than
I
was
before
and
I
don't
have
this
more
normal
working
hours
that
I
had
before
we've
also
seen
more
than
2x
increase
of
usage
by
executives
in
particular.
So
it's
kind
of
like
this
top-down
communication
that
people
are
trying
to
find
this
new
normal
that
we
may
be
in
for
the
next
two
months.
Who
knows
and
that's
really
spiked
kind
of
increase
of
this
async
video
connection?
C
A
B
Our
I
guess
remote
works
stack
for
lack
of
better
phrasing.
I
would
start
with
slack
is
where
we
use
for
kind
of
chat,
one
of
the
things
that
I
think
really
drills
in
her
mind,
that
slack
is
for
a
ephemeral
chat.
Is
that
our
messages
disappear
after
90
days,
so
anything
that
needs
to
last
has
to
live
in
get
lab.
B
My
team
plans
out
the
things
we're
working
on
using
github,
so
get
lab
plaque
zoom
for
video
I
had
a
zoom
call
with
my
mom
this
weekend,
which
was
a
little
weird
because
zoom
feels
like
my
office
thanks
since
I've
been
working
at
the
last
couple
of
years,
but
those
three
are
primarily,
it
means
Gmail,
mostly
for
external
emails
and
then
I
think
one
of
our
secret
sauce
things
is
our
gait
lab
handbook,
so
about
target
lab
comm.
Slash
handbook
is
our
handler.
The.
C
B
It's
public
and
it's
available
under
Creative
Commons,
and
it
is
you
know
we
believe
our
mission
is.
Everyone
can
contribute
and
making
it
as
easy
as
possible
for
people
to
do
that.
So
our
handbook
covers
like
hey.
How
do
you
expense
your
internet
when
you
expense
your
internet
every
month?
From
what
documents
do
you
have
to
submit
when
you
join
the
company
to
when
someone
has
a
baby
and
you
want
to
send
them
a
gift?
What
do
you
do?
B
It
just
covers
everything,
and
that
gives
people
a
place
to
go
when
they
need
to
find
the
answer
to
their
question.
So
you
know
and
the
great
thing
about
the
handbook
being
public.
Is
you
get
to
use
the
greatest
search
engine
in
the
world
against
it
so
site
colon
about
docket,
live.com,
slash
handbook,
whatever
phrase
you're
looking
for
and
you're,
probably
gonna
get
it
on
the
first
result,
I
think
those
things
really
set
us
up
to
continue
to
grow
in
an
incredible
way.
B
C
So
the
handbook
has
been
it
was
actually
like
a
very
nice
piece.
As
I
said,
let's
go
back
a
teeny
bit,
so
I
took
the
role
at
cloud
app
and
we
were
kind
of
in
the
middle
of
fundraising
and
so
I
didn't
really
have
a
team
for
a
little
bit
of
time,
which
was
actually
nice
to
have
some
time
to
develop
strategy
and
kind
of
test
out
some
stuff
before
I
knew
who
I
wanted
to
hire.
C
But
there
was
there
was
not
a
ton
of
like
internal
documentation
and
so
I
wanted
to
start
from
the
beginning
of
like
documenting
everything
and
being
really
aggressive
at
documenting
and-
and
you
know,
our
CEO
and
CEO
were
kind
of
the
same
way
like.
Let's
start
this
company
being
overly
documented
and
making
sure
we
have
process
for
everything.
So
as
I
was
like,
oh
man,
how
do
I
do
how
do
I
write
down
this
social
strategy
or
webinar
strategy
from
scratch
and
I
started?
Like
you
know,
writing
some
stuff.
I
was
like.
C
Oh
man,
there's
gotta
be
someone
out
there
that
has
done
this,
and
I
could
just
like
piggyback
off
of
them.
For
some
of
the
more
technical
stuff
and
so
I
did
some
did
some
searches
and
I
was
like
oh
yeah.
Get
lab
has
like
everything
so
I
just
like
found
stumbled
upon
get
labs,
marketing,
sections
and
pulled.
You
know
a
bunch
of
stuff
from
there
and
like
made
it.
You
know
my
own,
but
it
was
helpful
to
like
not
have
to
write.
You
know.
C
5,000
words
on
random
internal
documentation,
but
like
it's
always
easier
to
edit
than
it
is
to
create
right,
I
mean
that's.
Why
there's
so
many
more
less
content
creators
and
there
are
content
consumers,
so
yeah
I'm,
a
big
believer
I,
tell
everybody
to
check
it
out,
never
run
into,
and
I
really
appreciate
that
you
guys
put
that
out
there
and
I
also
love
that
you
I
stumbled
upon
someone
from
gitlab
in
the
marketing
department
the
other
day
and
is
the
first
time
I
had
seen
like
this
massive
document
on
himself
and
I'm.
C
B
A
Exactly
where
I'm
going
after
this,
this
call
that
PlayBook
sounds
incredible.
I
will
say
when,
when
I
asked
Emily
to
join
this,
this
webinar,
you
created
a
I'm,
not
sure
the
right
vernacular
here,
but
a
ticket
and
get
lab
an
issue
and
get
lab
yeah
and
being
able
to
dive
in
and
see
your
interaction
with
the
marketing
team
and
what
their
process
was
like.
I
took
some
notes
on
that.
For
for
how
we
can
we
can
build
a
similar
type
of
process
and
then
I
did
drill
into
your.
A
B
A
So
Matt,
you
run
our
okay,
our
process
at
Alli,
which
is
an
okay,
our
software
company,
which
means
that
sometimes
you
annoyingly
call
me
out
for
misalignment
of
specific
objectives
or
the
the
metrics
that
I'm
using
to
track
them
or
not,
not
following
through
on
something
but
I
think
that
there
is
a
ton
of
value
in
that
type
of
infrastructure,
both
philosophically,
but
also
as
a
software
that
can
come
to
a
remote
team.
Specifically
as
people
try
to
navigate
these
these
types
of
waters.
A
D
For
sure
yeah
Kevin
you're
giving
yourself
some
extra
credit
there
by
saying
it's
just
sometimes
that
I
call
you
out,
but
island
Oh
in
there
yeah.
So
for
for
those
of
you
on
the
call.
Okay,
R
stands
for
objective
and
key
results.
In
short,
ok,
ours,
our
framework
to
help
you
set
goals
and
execute
against
those
goals.
D
So
your
objective
is
typically
something
lofty
like
you
want
to
grow
your
revenue
base
by
4x
over
the
course
of
the
year
or
you
want
to
cure
malaria,
and
your
key
results
are
gonna,
be
how
you
measure
whether
or
not
you've
achieved
that
particular
objective,
and
at
least
internally,
for
ally
and
really
for
our
customers
as
well.
The
things
I,
don't
care
is
help
with
I
guess:
I
look
at
across
two
particular
things
or
area.
So
the
first
is
just
alignment
and
transparency.
D
D
Okay,
ours,
sales
customer
success,
the
organization's
so
there's
just
a
huge
amount
of
transparency
and
I
can
also
understand
how
the
work
that
I'm
doing
on
any
given
day
contributes
to
the
company's
broader
objectives
and
how
those
are
aligned
and
in
sync,
with
the
company
and
with
other
other
teams
as
well
and
the
second
piece.
That's
really
critical
is
just
understanding
performance
so
before
I
guess
before
I
worked
at
a
company
that
had
leveraged
okrs
and
I'm
sure
this
may
sound
familiar
to
some
others
on
the
on
the
webinar
as
well.
D
But
have
you
ever
experienced
really
like
you
get
to
the
end
of
the
week
or
the
month
or
the
quarter
and
you're
like
what
exactly
did
I
get
done,
or
what
did
I
do
over
the
last
quarter
and
like
what
am
I
doing?
What
am
I
supposed
to
be
doing
or
focused
on
for
the
next
week
or
month,
or
quarter
right,
you're
kind
of
in
the
space
of
like
floating
around
and
not
really
understanding
how
you
fit
into
the
broader
picture?
And
okay?
D
D
D
You
know
if
Kevin
and
the
marketing
team
says
they
maybe
need
a
new
piece
of
software.
We
need
to
do
something
new
to
accomplish
our
objectives.
I
make
sure
that
I
ask
the
question
of
like
what
would
happen
this
quarter.
If
we
didn't
do
this
like,
would
you
miss
an
okay
art?
Would
it
significantly
contribute
to
your
performance
and
achieving
those
okay
hours,
and
it's
always
having
that
top
of
mind,
and
this
provides
the
clarity
that
at
least
is
super
helpful
for
me
right
now,
we're
on
any
given
day.
D
A
Yeah
I
think
so.
I
was
a
lot
like
Joe
and
that
I
joined
a
lie
because
I
had
come
across
the
company
as
a
solution
to
okay,
ours,
which
I've
been
doing
in
Google
Docs
of
spreadsheets
through
a
few
different
companies
and
six
or
seven
years,
and
the
the
ability
to
bring
it
all
into
one
place
where
you
can
interact
and
communicate,
but
also
connect.
A
So
it
directly
pulls
information
from
the
systems
where
work
is
already
happening
was
huge,
but
now
I
sound
like
an
allied
commercial,
so
I'm,
gonna,
I'm,
gonna
shift
gears
I
want
to
ask
Emily
and
Joe
how
you
set
and
manage
goals
within
your
company
and
no
no
points
docked.
If
it's
not
okay,
ours
we're
trying
to
find
good
solutions
here.
So
Emily
we'll
start
with
you.
D
B
B
Them,
how
do
we
format
them
and
we
can
go
to
the
fist
full
quarter
so
right
now
we're
in
fiscal
year
twenty
one
quarter,
one
which
is
the
Khitans.
We
set
quarters
or
goal
time
or
okay,
our
son,
and
you
can
see
exactly
what
our
objectives
are,
what
the
K
ours
for
that
objective
is
and
how
we
cascade
that
through
that
work
and
again
this
is
all
public.
Anyone
who
wants
to
can
see
it
and
go
see
what
we're
looking
at.
What
do
you
all
do
at
cut
out
Joe.
C
C
Start
it's
a
it's
a
top-down
thing,
so
as
a
company
we
focus
on
I'm,
pretty
proud
of
this
acronym,
so
get
ready
for
it.
So
we
focus
on
ARR,
which
everyone
knows
is
annual
recurring
revenue,
but
it
also
stands
for
acquisition,
retention
and
revenue.
So
we
focus
on
those
ARR
kind
of
our
3,
ok,
ours,
that
we
try
and
align
to
both
as
a
company
and
then,
as
you
know,
individual
orgs
and
individuals.
C
So
each
of
our
goals
or
our
ok,
ours
line
up
to
the
company.
Ok,
ours
associated
with
those-
and
you
know
we
try
and
develop
things
that
marketing
can
do
to
improve
retention
and
mark
what
marketing
does
for
acquisition
and
what
marketing
can
do
for
revenue.
So
that's
how
we
we
try
and
align
things
we
use.
You
know
ally,
to
manage
all
of
that
and
it's
actually
been
really
helpful.
C
D
Like
know
like
or
I
guess,
I'll
demonstrate
extreme
humility
here,
like
we
have
the
same
challenges
as
you
and
every
other
customer
of
ours.
Like
no
shame
in
saying
that,
yes,
we
are,
we
are
building,
ok,
our
software
and
and
doing
it
in
a
in
a
great
way,
but
it
does
not
like
the
okay.
Our
framework
is
is
hard.
It's
it's
hard
to
get
right.
It's
not
easy.
D
The
benefits
are
giant
right
and
huge,
but
we
have
the
same
struggles
in
terms
of
check-ins
on
a
regular
basis
like
what
are
the
things
that
we
should
be
doing:
weekly
versus
monthly
versus
quarterly.
Should
we
be
setting
these
quarterly
objectives
and
monthly
objectives?
Or
how
do
we
want
these
things
to
roll
up?
How
do
they
align
like
all
those
same
challenges
that
that
that
you're
describing
and
then
I'm
sure
Emily
is
very
familiar
with
as
well
like?
D
C
Was
just
gonna
say:
I
think
that
was
one
of
the
benefits
of
going
from
big
hump
massive
company
to
a
small
company
is
that
I
kind
of
I
am
coming
in
a
little
bit
with
scale
and
background
on
those
things,
and
it
was.
You
know,
really
helpful
to
learn
from
some
people
who
are
very
good
at
it
at
Adobe
and
kind
of
bring
those
things
in
but
yeah
it's
it's
we're
all
human.
So
it's
it's
definitely
a
struggle,
no
matter
who
you
are.
A
So
that
that
actually
ties
into
a
really
good
audience
question
we
got,
which
is
about
alignment
so
Jose
from
Swisscom
asks.
What
is
your
recommendation
to
approach
a
group
of
about
40
people
to
run
an
okay,
our
alignment
session
when
you
are
all
remote?
So
this
is
something
where
you
know
we
may
have
gotten
in
a
room
and
white
boarded
up.
You
know
a
few
weeks
ago.
A
D
D
D
Force
yourself
to
start
planning
early
like
if
you're,
if
you're
on
a
calendar
calendar
quarter
like
we
are
an
ally
first
or
second
week
of
March,
is
when
these
meetings
should
start
to
happen,
and
you
should
have
them
wrapped
up
by
now.
I
will
raise
my
hand
in
a
minute.
We
are
90%
done
with
mq2,
okay,
I
said
a
lie,
but
still
a
couple
of
stragglers
that
have
not
been
finalized.
D
Yet
so
don't
beat
yourself
up
if
you
haven't
gotten
those
gotten
those
in
the
system
at
all
and
then
the
last
thing
that
I'll
mention
with
all
alignment
is
kind
of
as
you
go
throughout
the
quarter
on
a
weekly
basis,
at
least
with
an
ally,
commit
to
the
work
that
you're
gonna
be
doing
every
week.
So
for
us
on
Mondays,
we
commit
to
each
other
the
work
that
we're
gonna
be
doing
what
we're
gonna
accomplish
over
the
course
of
that
week
and
how
it's
going
to
contribute
to
our
ROK
ours.
D
It's
okay
to
be
hard
on
yourselves
during
that
meeting.
That's
the
whole
purpose
of
okay
I'm,
strict
rules
and
then
the
other
thing
that
we
do
to
also
stay
aligned,
but
also
celebrate,
is
we've
got
this
Friday
wins
conversation
that
happens
every
Friday
afternoon
where
we
then
look
back
on
the
week,
and
we
say
you
know
to
the
whole
team.
We
say:
hey
here's,
some
awesome
things
that
we've
accomplished.
Here's
some
deals
that
the
sales
team
is
closed.
D
Here's
some
really
new,
successful
campaigns
or
an
awesome
webinar
that
our
marketing
team
has
done
here
are
some
new
features
of
the
product
team
is
real
about
it's
just
time
for
us
to
celebrate
what
we've
accomplished
and
understand
how
those
contribute
to
the
goals
that
that
we've
set
up.
So
those
are
some
things
in
order
to
get
a
line
that
we
do
at
least
internally
at
all.I
to
support
our
own
internal
process.
A
All
right,
so
we
have
a
few
other
questions.
I
do
want
to
get
to
because
we're
running
short
on
time
here
but
Jo
tell
me
a
bit
about
how
at
cloud
app,
you
create
a
virtual
replacement
for
the
watercooler
conversations
and
the
the
random
run-ins
with
team
members
howdy.
How
do
you
stay
connected
with
the
team
over
the
last
month
or
so
yeah.
C
Going
from
my
team
was
not
remote
to
going.
Basically,
you
know:
Foley
remote
I
initially
set
up
a
stand-up
meeting,
just
five
minutes.
Monday
Wednesday
Friday
that
first
week
and
it
was
just
kind
of
like
hey.
Let's
just
chat,
you
know
shoot
the
breeze
connect
like
we
usually
do
when
we
first
come
in
in
the
office,
see
what
everyone's
working
on,
how
everyone
can
help
each
other,
and
then
that
was
it.
You
know
really
quick,
and
now
we
don't
necessarily
we
phased
away
from
that.
C
It
was
a
virtual
scavenger
hunt,
so
it
was
like
working
from
home,
scavenger
hunt
and
I
shared
I
shared
it
on
my
Twitter
feed,
Jodi
Marty.
Last
week,
so
if
you
want
to
kind
of
see
some
of
the
things
we
search
for,
but
it
was
ten
ten
items
in
ten
minutes
stuff,
like
your
favorite
quarantine
snack,
what
was
your
panic
purchase
over
the
last
month?
You
know
everyone
had
random
stuff
from
like
a
generator
to
like
those
or
be
things.
C
C
A
B
Do
so
every
nine
months
we
have
an
event
called
contribute
where
the
team,
our
core
team
members,
our
board
and
anyone
who
wants
to
come
comes,
and
it
was
supposed
to
be
in
Prague
about
two
weeks
ago-
he's
cancelled.
So
now
our
incredible
field.
Events
team-
is
thinking
about
how
we
can
do
something
along
the
same
vein
online,
but
we
do
get
together
one
week,
every
nine
months
and
I've
gotten
the
chance
to
participate
into.
B
My
first
was
in
Cape
Town
setback,
South
Africa
and
my
second
was
in
New
Orleans
Louisiana
in
the
USA,
and
it
is
a
great
way
to
get
to
know
your
team
members
and
it's
not
death
by
PowerPoint.
It's
not
a
standard
conference.
It
is.
We
have
a
couple
keynotes,
but
about
50%
of
the
time
is
team
member
lead,
workshop
and
50%
of
the
time.
It's
an
unconference
session,
where
people
who
are
interested
on
a
particular
subject,
just
kind
of
get
together
and
chat.
The
goal
is
it
to
like
get
a
bunch
of
work
done.
A
Is
awesome
that
is
also
about
all
the
time
we
have
today.
I
think
this
is
a
topic.
I
could
dig
on
for
another
three
or
four
hours
with
you
all,
but
thank
you
so
much
for
joining
Emily
and
Joe
I
know
get
and
cloud
app
are
doing
some
stuff
to
help
folks
navigate
right
now.
Emily.
Can
you
share
a
bit
about
some
of
the
resources
get
Levesque
absolutely.
B
So
the
best
place
to
go
is
all
remote
dot
info.
So
all
remote
one
word
dot
and
you
know
that's
gonna.
Take
you
to
our
Auto
Road
landing
page.
There's
a
remote
ebook
there.
If
you're,
suddenly
transitioning
your
company
resources
how
to
improve
your
meetings,
how
to
onboard
how
to
hire
all
the
questions.
You've
got
about
remote
work.
If
it's
not
there
we're
working
on
getting
it
there.
So
please
go
share
feedback.
My
email
is
my
first
name
at
gitlab
comm,
please
reach
out
I'd
love
to
continue
the
conversation
awesome.
C
So
we
have
a
few
things:
we
do
we've
kind
of
put
out
a
lot
of
remote
content
over
the
last.
You
know
year,
so
get
lab,
I'm
sure
has
great
resources,
so
maybe
check
them
out.
First
thing
go
to
us.
We
are
also
our
pro
account
has
always
been
free
to
educators
and
students.
So
yo
you
can
sign
up
and
then
connect
with
our
support
team.