►
From YouTube: How to transition a suddenly remote company, lead teams, and change mindsets when working from home
Description
Mårten (CEO, HackerOne) and Darren (Head of Remote, GitLab) discuss a variety of topics related to transitioning to a remote work environment. As more companies become suddenly remote, thrust into a work-from-home environment for the first time, there are natural questions related to process, culture, leadership, and tools.
Topics discussed include:
➞ Changing mindsets as leaders to receive feedback, listen, and trust your team
➞ Starting from a position of servant leadership (building trust)
➞ How to create a culture of empowerment
➞ The importance of transparently thanking people as well as having discussions on projects in a public forum
➞ Pros and cons of using a multitude of tools vs. being prescriptive on what tools are used for what
➞ The importance of extracting maximum value from your tools (e.g. finding pro tips and hacks to maximize utility of Zoom video calls)
###
➞ Learn more about HackerOne: https://www.hackerone.com/
➞ Fast Company article from Mårten: 8 strategies to set up remote work during the coronavirus outbreak (https://www.fastcompany.com/90475330/8-strategies-to-set-up-remote-work-during-the-coronavirus-outbreak)
➞ 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
this
is
Darren
how
to
promote
at
get
lap
and
today
I'm
joined
by
Martin,
the
CEO
at
hacker
1,
and
today
we're
going
to
talk
about
advice
for
companies
that
are
suddenly
remote,
so
I
actually
helped
more
than
edit
a
Fast
Company
article,
which
I
will
link
down
in
the
show
notes,
and
we
had
some
conversation
on
two
teams
dive
into
new
tools.
If
they're
in
this
situation
or
sure
they
minimize
their
tools
to
reduce
the
chaos.
But
we.
A
Where
to
begin,
what
what's
the
biggest
thing,
you're
hearing
from
from
peers
and
other
companies,
now
that
they're
suddenly
remote,
what
do
they
need?
What
advice
are
they
looking
for?
Do
they
start
with
tools?
Do
they
start
with
culture?
What
are
we,
what
are
we
hearing
and
what's
you
and
what
should
we
recommend
I?
Think.
B
They're,
starting
with
questions
which
is
right,
they
they
contact
me
and
others
and
say
I
need
to
go.
Remote
I
am
remote.
How
do
I
manage
through
this
and
it's
they
ask
about
tools,
because
it
feels
like
that's
the
biggest
problem.
I
think
the
biggest
issue
is
the
the
mental
preparation
for
being
online.
B
That's
why
I
think
it's
about
culture
and
conduct
and
sort
of
what's
happening
in
your
brain,
more
than
what's
happening
in
the
tools,
and
you
can
I've
done
virtual
teams
for
20
years
and
I
know
you
can
do
them
with
whatever
tools
you
have
so
therefore,
I
stress
the
the
things
that
go
on
in
your
mind
and
how
you
just
relate
to
the
virtual
environment,
which
is
funny.
We
call
it
a
virtual
environment,
you
say
working
from
home
and
distributed
and-
and
we
think
it's
something
unnatural
I
think
civilization
is
flipping.
B
The
natural
way
will
be
this
and
in-person
will
be
the
virtual
one
or
the
the
unusual
one.
Just
some
years
from
now.
So
I
do
think
we
are
the
world
is
changing
and
we
all
better
is
how
to
get
to
know
people
online
how
to
communicate
with
them
how
to
be
authentic.
How
to
be
genuine.
All
these
things
need
to
be
need
to
happen
online
as
well.
It's.
A
Very
interesting
I
want
to
make
one
point
about
where
I
see
this
going
and
then
kind
of
come
back
to
the.
What
do
we
do
now,
but
the
way
you
just
worded
that
actually
connected
to
in
a
way
that
I
had
not
realized
before
I,
actually
think
that,
what's
happening
now
with
over
19,
is
going
to
force
the
world
to
recognize
an
embrace
remote
in
a
way
that
would
have
taken
at
least
10
years
or
so
otherwise.
So
I
think
this
recognition
has
been
accelerated
by
at
least
10
years
and.
A
Telling
people
to
kind
of
wrap
their
heads
around
it
is
I
think
the
default
is
going
to
flip
so
right
now,
people's
default
is
to
go
into
an
office
to
do
work
and
the
exception
is
to
be
home.
So
let's
say
the
cable
company
has
to
come
by.
So
you
need
to
be
home
or
you
need
to
leave
early
to
go
to
a
school
recital,
so
you're
just
going
to
work
from
home
that
day,
it's
the
exception,
not
the
norm.
Coming
out
of
this
I
think
that's
going
to
flip
the
default
will
be.
A
A
So
my
my
initial
question
to
you
was
going
to
be:
how
do
you
talk
to
leaders,
team
leaders
and
managers
who
may
have
never
managed
remotely
before
on
shifting
that
mindset
and
putting
themselves
in
a
position
where
they
boss
through
the
atmosphere?
They
fostered
a
culture
of
trust
and
transparency
and
they
get
an
understanding
of
what
it
takes
to
manage
a
remote
team
because
I
completely
agree.
If
you
go
into.
B
A
Thinking
well,
I'm
going
to
manage
my
newly
remote
team
by
hammering
out
a
bunch
of
rules
and
regulations
and
I'm
just
going
to
do
the
command-and-control
thing
to
make
sure
everyone's
working
or
to
make
sure
I
know.
What's
going
on,
I
think
it's
going
to
backfire!
You
in
fact
need
to
release
even
more
and
let
people
be
even
more
autonomous,
but.
A
Them
the
right
tools
give
them
the
right
communication
forms.
So
it's
part
partly
creating
the
structure
where
they
feel
comfortable
communicating,
give
them
the
right
tools
so
that
they
have
their
metrics,
give
them
the
tools
they
need
to
meet
it
and
let
them
do
any
way
they
see
fit.
But
what
do
you
recommend
on
on
that?
Shifting
mindset
I
almost
think
it's
something
that
has
to
be
learned.
Almost
it's
almost
like.
We
need
a
bootcamp
like
a
trainer
training
boot
camp
because
managing
anything
remotely
there.
B
Are
we
have
no
errand?
We
have
the
boot
camp,
it's
called
coronavirus,
and
now
we
are
four
stood
I.
Think
it's
a
question
of
unlearning
I.
Think
business
leaders
have
learned
the
wrong
practices
in
the
offices.
They
believe
that
they
can,
with
their
eyes,
observe
if
somebody
is
working
hard
and
they
think
that
is
the
measurement
and
therefore
they
haven't
developed
metrics
to
deliver
to
measure
deliverables
and
results.
They
have
developed
a
fallacy
of
thinking
that
command
and
control
exists.
B
They
may
they
may
think
that
charisma
is
a
way
of
leading
that
you
go
into
the
office
and
you
radiate
something
and
suddenly
everybody
is
aligned
and
all
of
those
are
fallacies
that
are
exposed
when
you
work
in
a
distributed
fashion.
But
so,
first
you
are
shocked
and
you
think
that
you've
lost
all
your
leadership
powers,
but
in
reality
it's
the
fallacies
that
have
been
taken
away
and
all
you
have
all
that
remains
are
the
true
things
that
that
constitute
leadership,
meaning
how
do
you
listen
to
somebody?
How
do
you
influence
them?
B
How
do
you
mutually
arrive
at
something
so
that
both
are
committed
like?
How
do
you
create
mutual
commitment
and
when
you
do
that
and
get
over
that
hump
and
when
you
start
sort
of
loving
your
laptop,
you
have
to
sit
here
at
home
and
think
this
machine
here,
I
love
it
it's
my
window
to
all
these
fantastic
human
beings
and
I
love
the
human
beings
that
I'm
seeing
there
and
I'm
comfortable
with
it.
Then,
with
that
mindset
you
can
you
can
build
leadership
and
alignment
and
give
instructions
receive
feedback.
B
A
A
A
It
can
be
destructive,
but
two
you
may
be
missing
out
on
opportunities
to
do
something
fundamentally
better,
like
the
thing
you
did
in
the
office
is
actually
the
least
effective
way
to
do
it.
So
don't
try
to
do
it
virtually
give
yourself
permission
to
completely
wipe
the
slate
clean
and
say
we
want
to
get
that
this
objective.
This
is
how
we
used
to
do
it
in
the
office
which
no
longer
exists.
A
So
is
there
a
better
way
to
do
it
here,
but
the
interesting
thing
about
what
you
said
is
that
so
many
so
many
managers
may
have
gotten
to
where
they
are,
and
things
tend
to
work
in
the
office
and
the
whole
charisma
personality
like
it
actually
has
very
little
to
do
with
the
authentic
relationships
with
people
or
the
actual
work,
and
so
now,
if
you
take
them
out
of
that
environment,
it
could
be
jarring.
On
a
personal
level
like
Oh
everything
that
I've
been
conditioned
to
do
now,
it
doesn't
really
matter
or
matter
as
much.
A
B
This
is
similar
that
you
have
to
think
of
it
as
moving
to
a
new
country,
learning
a
new
language
and
and
realize
that
you
have
to
build
up
from
a
lower
level
than
where
you,
where
that
you
had
achieved
some
sort
of
status
or
prominence
in
the
real
office.
Now
we
go
to
the
digital
office
and
you
disappear.
Nobody
sees
you
you're,
not
people
don't
look
up
to
you.
They
don't
come
and
sit
next
to
you
at
the
lunch,
because
there
is
no
lunch
to
be
had
together.
So
you
must.
B
As
a
leader,
you
must
acknowledge
that
you
are
starting
from
scratch
again
and
you
have
to
build
up
the
reputation.
You
have
to
learn
the
tools
and
the
tricks
and
like
how
do
you
you
can
think
of
every
little
thing
you
are
doing
in
an
office
and
figure
out
how
you
should
do
it
digitally?
How
do
you
thank
somebody?
How
do
you,
how
do
you
do
banter
and
pranks
and
jokes
with
somebody?
How
do
you
walk
up
to
somebody
and
say
hey?
B
B
You
have
to
learn
before
you're,
proficient
and
and
when
before
you
learn
them,
you
may
feel
it's
hopeless
and
you
may
say
well,
this
is
not
my
world
I,
don't
belong
here,
I
can't
work
here
and
then
and
then
you
get
into
sort
of
a
negative
spiral
where
you
think
it's
not
for
you.
It
is
for
you,
but
you
just
have
to
realize
it's
like.
B
How
much
should
you
adjust
your
communication,
like
I
learned
it
way
back
when
I
was
see
of
Maya
scale,
and
we
had
I
was
exaggerating
now
and
I
apologize
to
all
nationalities
that
I
may
offend,
but
when
I
communicated
I
felt
that
if
I,
if
I
just
said
everything
is
wonderful,
then
our
Russian
employees
would
freak
out
because
it
sounded
so
so
unauthentic.
If
I
then
say
that
everything
is
breaking
down
and
and
falling
apart,
then
the
California
just
couldn't
handle
it,
because
they
need
good
news.
B
So
whatever
I
said
I
had
to
say
it's
wonderful,
but
we
have
problems
or
we
have
a
big
problem,
but
it's
not
too
bad.
I
always
had
to
contrast
the
message,
and-
and
it
applies
more
broadly,
that
we
have
to
adjust
the
tone
of
collaboration
communication
so
that
it
fits
within
a
new
medium
with
new
people
and
and
and
that's
wiring,
that
on
a
very
low
level
in
the
human
mind,
so
you
sort
of
have
to
unwire
and
rewire
yourself
on
a
pretty
low
level.
A
Is
super
deep
and
I
really
agree?
One
of
the
things
that
I've
been
recommending
for
leaders
is
to
resist
the
urge
to
just
come
in,
like
a
wrecking
ball,
set
up
a
bunch
of
rules
and
instead
just
listen,
provide
feedback
mechanisms,
a
single
source
of
truth
where
all
of
your
distributed
team,
they're
gonna,
be
they're.
Gonna,
have
systems
access
issues,
they're
gonna
have
communication
issues,
give
them
a
place
to
provide
feedback,
and
your
first
job
should
just
be
to
listen
and
read,
and
this
goes.
B
A
Lockstep
with
what
you're
saying,
which
is
to
take
a
step
back
and
relearn,
learn
what
the
issues
are
for
your
team,
so
that
you
can
then
understand
how
to
best
help
and
I
think
the
part
two
of
this
is
the
easiest
way
to
get
in.
That
mindset
is
to
just
become
a
servant.
Leader
servant
leadership
is
going
to
be
absolutely
necessary
because
you're
relearning
everything
you're
rebooting,
everything.
What
used
to
work
in
the
office
not
only
isn't
applicable
anymore,
but
you
have
new
challenges
that
your
team
is
facing.
A
B
A
B
B
You
know
value-based
or
servant
leadership,
but
I'm
thinking
is
their
way
of
doing
command
and
control
digitally
as
well
or
or
is
it
just
because
I
am
NOT
like
it
that
I
I
don't
favor
it
and
I
actually
think
you
can
apply
a
command
and
control
when
you
need
it
and
and
I
know
that
I
have
to
do
it
at
times.
I
try
to
be
the
servant
leader
every
now,
and
then
the
situation
is
so
chaotic
or
so
dire
that
we
need
an
absolute
decision
and
a
command
and
an
instruction
and
Punishment.
B
If
you
don't
do
it
right,
I
realize
even
that
will
work.
You
have
to
build
trust
through
being
authentic
and
in
servant,
leadership
or
whatever
form
you
follow.
But
but
there
are
moments
where
even
on
Lian
Yu
issue
orders,
you
tell
people
to
shut
up
and
just
get
their
work
done
and
and
there's
there's
moments
when
it's
needed
and
it
does
to
work
even
if
you're,
not
in
the
same
space.
Yeah.
B
Very
good
point:
I
completely
agree.
So
maybe
now
you
provided
the
answer
to
your
own
question,
but
a
leader
is
for
the
first
time
leading
a
work
for
home
team,
but
they
have
to
start
by
is
just
listen
and
be
available
and
learn
and
sort
of
read
the
signals
that
their
team
will
give
them
and
then
build
trust
rebuild
trust,
although
there
was
trust
before
but
bility
in
the
digital
world.
Yeah.
B
A
What
I
mean
this
is
like
this
is
a
bit
facetious,
but
what
I
want
to
say
is:
did
you
just
measure
their
performance
based
on
how
many
minutes
in
a
given
year
that
you
could
lay
eyes
on
them?
Did
you
really
just
sit
in
a
room
at
the
end
of
the
year
and
say
this
is
how
many
minutes
I
saw
you.
It
is
a
high
number.
Therefore
you
get
a
promotion.
Surely
not
so
if
you
were
measuring
something
in
the
office,
there
has
to
be
a
way
to
mention
that
am
I
misunderstanding.
B
Love
this
because
I
have
the
time
of
the
same
viewer
and
I
even
say
that
it's
much
easier
to
fake
it
in
an
office.
I
know
how
to
fake
it
in
an
office.
Easier
dress
nicely
not
too
nicely,
but
nicely
always
talk
to
the
boss.
Make
sure
you're
in
the
same
elevator
in
meetings.
Ask
questions
that
sound
smart
I,
see
like
so
that
you
sound
really
intellectual
and
smart,
have
a
desk.
That's
suitably
messy,
but
not
fully
messy,
but
also
not
completely
clean
and
a
few
other
tricks.
B
A
I
agree,
one
of
the
things
that
I've
advised
is,
if
you're
having
that
issue
it
may
be
on
the
manager
to
make
the
metrics
more
crisp.
Perhaps
there's
just
too
much
ambiguity
and
what
you
expect
from
this
person,
because
it's
not
about
how
can
I
measure
something
it's
about.
How
can
I
give
someone
something
that
is
more
crisp
than
they
can
actually
deliver
on?
A
B
Want
more
than
that,
you
want
good
vibes.
You
want
people
to
be
happy
with
the
service,
but
you
don't
want,
but
you
also
want
it
to
be
regimented
enough.
So
it's
difficult
to
define
whether
it's
perfect
performance
say
say
you
have
a
receptionist
in
a
physical
office.
What
is
the
role
of
the
receptionist?
Is
it
to
make
sure
I'm
really
signs
the
NDA,
or
is
it
to
to
receive
a
number
of
guests,
or
is
it
to
make
everybody
feel
special
or
is
it
to
detect?
What's
going
on
in
the
company?
B
There
are
many
roles,
receptionist
can
play
and
it's
difficult
to
set
one
numerical
performance
goal
and
if
you
do
that,
you
probably
will
have
to
put
one
of
the
less
important
ones
like
how
many,
how
many
guests
did
you
admit
per
day,
which
is
not
the
right
goal,
so
I
don't
think
there
are
good
metrics
for
every
job,
but
I
do
think
the
problem
is
the
same
in
a
physical
office
and
in
a
distributed
organization
and
maybe
a
little
bit
easier
in
the
distributed
organization.
That's.
A
Good
context,
one
one
analyst
I
spoke
with
said
that
the
struggle
here
is
that
you
know
an
in-office
performance
review.
Subjectivity
plays
a
massive
role,
even
if
no
one
talks
about
it
in
there
in
the
receptionist
example.
So
much
of
that
would
be
the
subjectivity,
because
you
just
kind
of
get
these
passing
thoughts
of
like
hey.
A
My
welcome
to
the
office
today,
as
someone
enters
a
meeting
with
you,
that's
going
to
tell
you
over
time.
My
receptionist
is
doing
a
great
job,
but
there's
no
way
to
create
a
metric
with
that
unless
you,
like
literally
tally
how
many
times
someone
said
something
positive
you,
but
that
doesn't
mean
that
if
they
didn't
say
something
or.
B
This
is
why,
then,
in
a
distributed
organization,
you
have
to
build
the
channels
for
those
other
signals,
the
weak
signals
like.
How
do
you
collect
from
the
organization
the
vibes
on?
What's
working
about
this,
and
then
how
do
you
let
people
thank
each
other,
show
gratitude
to
each
other,
but
also
a
little
bit
complain
about
each
other,
because
you
want
to
know
that
as
well
and
you
don't
want
to
formalize
everything
into
a
performance
review.
B
They
are
not
the
metrics
of
productivity,
but
they
give
you
sort
of
a
color
to
what
the
performance
of
a
certain
person
is
and
I
try
to
pay
attention
to
those
weak
signals,
so
that
I
have
because
I
think
they
give
me
a
deeper
understanding
than
just
the
sales
number
or
have
you
produced.
The
number
of
leads
that
we
asked.
A
B
A
A
A
Other
side,
we
encourage
public
discourse
over
private
discourse
whenever
possible
so
that
we
can
discuss
issues
out
in
the
open
in
the
respective
slide
channels,
and
you
can
see
the
friction
and
you
can
see
what
the
solution
ends
up
being
and
it's
it's
useful
to
have
that,
because
in
a
digital
environment,
if
you
don't
do
that,
you
have
there's
no
way
to
over.
Here,
there's
no
way
to
get
any
vibes
or
weak
signals,
but
that.
B
A
B
That's
a
very,
very
important
point,
and
it
you
you
have
to
be
accept
that
not
everything
will
be
pretty
like.
You
have
to
accept
that
on
some
communication
channels
it
will
look
ugly,
but
that
is
exactly
what
creates
the
authenticity
and
you
shouldn't
freak
out,
because
it's
ugly
and
and
there
could
be
a
tendency
by
a
sort
of
traditional
leader
to
go
into
the
digital
world
and
try
to
make
it
pretty
like.
B
Let's
make
sure
we
are
professional,
let's
make
sure
we
speak
with
respect
to
each
other
and
and
if
you
drive
that
too
tight,
then
there
is
no
room
for
for
this.
The
the
social
banter
and
the
ugliness
of
it
conflict
and
solving
it
in
public.
But
you
just
have
to
take
that.
You
have
to
wash
some
laundry
in
public
and
and
be
ready
for
it
and
not
let
it
not
let
it
anybody
be
doomed
by
it.
Like
somebody
will
say
something
stupid,
somebody
will
prove
them
wrong.
B
They
will
apologize
and
then
you
have
to
move
on,
and
then
you
have
to
accept
them
and
say
this:
both
of
them
are
wonderful
people
they're,
perfect
the
fact
that
they
could
expose
their
their
vulnerability
in
a
way
to
the
whole
group
and
fight
it
out
in
public.
That
is
actually
a
sign
of
strength,
not
a
sign
of
imperfection,
but
but
that
could
be
difficult
if
you
are
trained
to
go
to
the
office
and
dress
up
and
make
sure
everything
looks
pretty
everything
looks
formal.
A
B
In
the
digital
world,
we
we
wash
our
laundry
some
of
it
in
public
and
the
more
we
can
do
it
and
I
think
it.
Lem
is
you're
amazing
there
and
how
you're
driving
it
you're,
probably
the
most
extreme
in
a
very
positive
sense
in
that
regard,
and
it
you're
setting
a
trend
for
everybody,
like
you
did
when
you
had
the
the
outage
or
you're.
You've
mistakenly
deleted
some
backup
some
years
ago,
and
somebody
made
the
bold
decision
to
let
people
follow
the
recovery
in
real.
A
A
Laundry
in
public
there
can
be
friction,
but
at
the
end
of
the
day,
we
all
know
that
we're
trying
to
see
each
other
succeed.
No
one
is
trying
to
see
each
other
fail
that
allows
us
to
have
that
conflict
and
and
not
and
know
that
we're
working
towards
the
same
positive
goal,
the
other
is
no
ego,
so
we
try
to
have
the
most
explicit
conversation
about
it
and
it's
not
about
someone's
agenda
for
someone
else's
agenda.
It's
about
I
strongly
believe
this
is
the
right
move
for
the
company
and
for
you
and
here's.
A
Why
take
the
people
out
of
it
and
the
third
one
is
short
toes.
We
have
a
sub
value
called
short
toes
and
I
love
this
because
it
essentially
says
no
can
step
on
anyone
elses
toes
because
we
all
have
short
toes,
so
you
have
to
take
any
advice
in
any
feedback
from
the
perspective
of
this
person,
isn't
trying
to
intentionally
step
on
my
toes
this
person
isn't
trying
to
put
their
own
ego
above
mine
and.
A
We
just
try
to
assume
positive
intent
in
in
all
things,
but
if
those
weren't
documented
it
would
be
really
tough,
because
there
would
be
some
conversations
where
it
immediately
would
trigger
this
red
signal.
I'm
going
into
crisis
mode,
fight-or-flight
response
and
for
remote
teams
having
that
documented
is
so
essential
because
you
don't.
B
B
That
is
wonderful.
How
do
you
deal
then
with
egos
because
egos
pop
up
here
and
there,
like
some
people,
always
have
them
and
some
people
sometimes
have
them?
But
but
how
do
you
deal
with
it
at
the
gate
lab
when
you
realize
that
somebody
is
acting
more
as
a
function
of
their
ego,
then
there's
a
function
of
what
they're
trying
to
accomplish.
A
A
A
This
is
how
you
should
actually
start
this
and
you
just
correct
people
in
public,
because
then
anyone
else
that
thought
that
was
a
good
idea
will
see
that
into
like
oh
yeah.
That's
right,
like
I,
saw
that
in
onboarding,
but
it
feels
so
unusual,
so
now
I'm
going
to
up
to
do
it.
The
Eco
thing
honestly
I
have
seen
it
on
time
from
from
time
to
time
where
someone
will
ultimate
on
an
issue
and
say:
hey
I,
just
want
to
remind
everyone.
This
is
our
Norstar
like.
Let's
all,
please
try
to
assume
positive
intent.
A
Let's
all
try
to
have
no
ego
in
this
and,
let's
all
focus
on
what
the
outcome
should
be,
and
this
happens
I
get
laughs.
It
is
not
taboo
to
see
someone
just
say
this
is
this
is
the
way
that
it
should
be
and
I
think
the
enabler
there
is
the
person
doing
the
correcting
it's
not
about
them.
They
actually
just
say
this
is
what
we
believe
I'm
just
reminding
you
what's
already
written
down.
This
isn't.
A
B
A
B
A
A
If
it's
your
own-
and
that
even
applies
to
when
people
set
up
their
workspaces-
and
so
we
have
some
general
guidelines
in
there,
but
there's
been
some
discussion
recently
of,
should
there
be
caps?
Should
there
be
something
that
if
it
goes
above
this,
it
then
needs
manager,
approval
or
something
like
that
and
there's
this
huge
discussion,
because
it
has
always
been
spin
company
money
as
if
it's
your
own.
So
now,
if
we're
gonna
change
this,
this
isn't
something
that
should
just
like
happen
overnight.
A
A
So
for
something
that,
like
that,
anyone
could
create
an
issue
or
a
proposal,
and
this
is
how
I
think
we
should
change
the
wording,
or
this
should
be
some
safeguard
that
we
put
in
place,
but
eventually
it
would
have
to
be
either
merged
or
edited
or
rejected
by
that,
if
the
code
owner
of
that
site,
which
anyone
can
see
who
their
code
on
the
chart.
So
in
this
case,
you
would
go
up
to
the
CFO
and
until.
A
What
is
on
the
site
applies
like
it.
That
is
what
it
is,
even
if
the
discussion
is
ongoing
for
three
months
during
those
three
months
whatever
is
live,
is
the
directive
and
that
that
has
to
be
firm
like
that
is
how
we
can
have
this
discourse,
and
it
actually
works,
because
we
know
that,
even
if
we
disagree
with
it,
we
have
to
commit
to
it
until
it
has
changed
now
the
values
page
which
drives
the
thing
like
no
ego
short
ties
that.
A
A
A
This
is
how
this
value
is
lived
out
and
anyone
in
the
company
can
make
a
merge
request,
create
a
proposal
on
how
to
add
to
something
how
to
change
something
and
then
it
would
go
to
sieve
and
our
CEO
Channel,
and
you
can
see
the
discourse
on
like
what
is
his
thought
on
this?
How
does
he
see
this
playing
out?
Is
this
good?
Is
this
bad?
A
Grades
top
to
bottom
and
submit
an
emergent
request
with
some
typos
and
grammar
changes.
Basically,
they
just
cleaned
it
up.
They
were
like
I
want
to
make
the
flow
a
little
bit
better.
This
sentence
would
make
more
sense
if
it
were
arranged
like
this
and
it
actually
got
merged
like
now.
No,
it
looks
a
lot
better.
So
it's
it's
that.
Oh,
it's
it's
empowering
everyone
to
be
invested
in
it.
A
Everyone
in
the
company
knows
that
they
themselves
can
make
a
proposal
to
actually
change
and
improve
the
values
that
we
believe
in
that
is
incredibly
empowering,
but
they
understand
that
at
the
end
of
the
day,
Sid
is
the
ultimate
directly
responsible
individual
for
that,
and
so
the
proposal
will
have
to
be
positioned
in
a
way.
I've
said.
This
is
why
I
think
this
makes
get
a
lot
better,
and
so
it
puts
the
burden
on
them
to
make
sure
it's
a
clear
and
compelling
case
so.
B
How
do
you
then
deal
with
the
situation
we're
in
in
the
world
of
servant
leadership?
A
policy
document
should
ideal
just
say
used.
Your
best
judgment,
like
you
said,
spend
money
as
if
it
is
your
own
in
command
and
control.
We
are
used
to
setting
limits
and
saying
this
is
the
hard
rule.
You
must
do
this,
you
can
just
spend
$35
in
a
lunch
and-
and
there
are
all
these
exact
instructions,
and
if
you
have
too
much
of
the
exact
instructions,
it
becomes
a
nightmare.
B
A
Some
degree
I
think
it's
kind
of
department,
specific
I,
think
if
you
look
at
our
security
protocols
like
how
we
grant
access
to
different
programs,
the
very
specific
because
we
have
a
globally
distributed
group
of
people,
and
we
want
to
make
sure
that
if
they
get
access
to
something
it's
very
specific
and
that
everyone
else
gets
the
exact
same
access.
So
there's
no
question
about
it,
like
you
actually
get
more
calm
by
being
more
specific
on
that,
because
everyone
knows
like
you
can
read
it
in
the
handbook,
everyone.
B
A
B
A
You
can,
if
you
never
have
to
feel
like
any
stigma
or
taboo
about
about
asking
for
something,
and
if
you
do
make
a
decision
like
let's
say
you
are
the
DRI
and
you
go
out
and
you
have
a
thousand
dollar
lunch,
then
you're
ultimately
accountable.
For
writing
the
comment
of
why
you
made
this
decision
and
if
it's
a
logical
and
reasonable
proposal,
then
it's
it's
going
to
be
fine.
A
All
remote
section
of
the
handbook,
ultimately
I'm
accountable
for
how
that
looks
to
the
world,
so
I
care
about
it
a
lot
and
if
you
give
people
that
accountability
and
you
give
people
that
responsibility
great
people
honor
it
respect
it
and
tend
to
do
the
best
they
possibly
can.
And
so,
if
they
do
make
a
mistake
and
it's
just
glaring,
then
we
work
with
them
to
fix
it
like
no
one's
gonna
get
let
go
I
get
lab
for
making
one
boneheaded
mistake,
and
we
all
have
our
days
where
it's
just
like
brain.
A
B
Mysql
we
I
issued
an
instruction
once
where
I
said
when
you
travel
try
to
save
money
on
airfare
and
accommodation,
because
those
are
things
that
don't
really
you'll,
never
remember
a
flight.
But
if
you
manage
to
save
money
on
those
reward
yourself
with
a
better
meal,
because
a
meal
is
something
you
will
remember
and
it
will
enhance
your
life,
but
that
was
difficult
to
codify
into
the
company
as
we
grew
and
gives
it
one
margin
how
much?
How
much
can
I
spend?
B
How
expensive
can
the
wine
then
be
and
I
wanted
to
tell
them
to
just
follow
their
own
best
instincts
and
make
their
their
best
judgment?
But
at
some
point
the
organization
couldn't
deal
with
it.
So
I
think
we
set
some
fixed
limits
and
we
lost
some
of
the
the
beauty
of
trusting
people
with
their
with
their
own
best
judgment
and.
A
Some
of
that
comes
with
scale
I
think
it
comes
down
to
efficiency,
the
it's
at
some
point.
It
becomes
more
efficient
for
everyone
to
put
a
hot,
like
ideally
a
high
cap
on
something
and
just
say
that
that
is
the
way
it
is
versus
everything
being
a
case
by
case
and
I.
Don't
know
if
there's
a
super
clear
answer
to
that,
as
companies
get
bigger,
these
things
become
more
ambiguous
and
you
get
a
more
distributed
amount
of
people
coming
in
to
us.
It's
a
little
bit
harder
to
make
happen
so
we're.
B
Collapsing,
that's
the
excitement
of
leadership
that
you
have
to.
There
is
no
static
situation,
everything
changes
and
when
you
double
your
headcount,
the
rules
have
to
be
adjusted.
When
you
go
from
physical
to
remote,
you
have
to
rewrite
your
rules,
so
so
the
work
of
the
leader
and
the
manager
is
not
going
away.
It
will
always
be
there.
Yeah
I.
A
Want
to
wrap
up
with
one
final
question
the
question
that
actually
was
the
the
impetus
for
having
this
meeting.
So
we
were
talking
about
tools.
I
wanna,
hear
your
your
impression
on
how
should
leaders
think
about
tools
if
they're
suddenly
remote?
Should
they
try
new
tools
out?
Should
they
try
to
look
at
their
current
tool
stack
and
see
if
it
can
do
something
that
they
weren't,
taking
advantage
of?
Should
they
try
to
minimize
their
tools?
What
do
you
think
is
the
best
advice
on
that
I.
B
May
be
a
little
bit
of
a
contrarian,
but
I'm
I'm,
driven
by
I,
do
think.
The
main
thing
is
the
mindset
we
have
how
we
conduct
ourselves
and
we
could
survive
in
any
tool
in
a
in
the
environment
of
any
tool.
Then
I'm
also
thinking
that
in
a
distributed
organization,
you
must
make
sure
that
everybody
gets
hurt
and
if
you
have
just
one
tool,
you
may
lose
out
on
some
signaling,
because
people
need
to
communicate
at
the
same
time
over
different
channels.
B
People
have
different
preferences,
different
personalities,
so
I
tend
to
allow
a
broader
set
of
tools
so
that
the
one
who's
good
at
typing
and
type
and
the
one
who's
good
at
doing,
pictures
or
video
can
do
that
and
we
can
somehow
bring
them
together
so
that,
but
the
guiding
principle
for
me
is
how
do
I
make
sure
that
everybody
everybody
can
get
hurt
and
that's
why
I
will
be
allow
more
diversity
in
the
tools.
Others
then
say:
let's
stick
to
just
one
or
two
or
three
tools
and
a
very
clear
rule.
B
Trying
because
then
there's
no
ambiguity
and
I
agree.
That's
the
benefit
of
it.
I!
Don't
worry
that
that
it
doesn't
allow
for
sufficient
diversity
of
the
people
you
have
engaged.
So
that's
why
I
would
allow
multiple
tools
but
I
think
it's.
It
boils
down
to
in
any
organization.
You
need
to
have
workflow
tools
for
every
workflow.
There
needs
to
be
a
workflow
tools.
The
simplest
workflow
tool
in
the
world
is,
you
can
do
a
lot
with
email,
but
it
becomes
complicated.
B
So
when
the
workflow
is
has
high
volume
or
high
complexity,
you
need
a
separate
tool
for
it.
You
need
to
do.
You
need
tools
for
documenting
project
planning
management
policies
like
a
document
system
of
some
sort,
you
could
use
get
lab
for
it.
You
could
use
Google
Docs,
you
could
use
Atlassian
confluence.
There
are
many
tools
you
could
use
and
and
then
you
need
the
everyday
communication.
The
ephemeral
communication,
video
conferencing
and
a
group
chat
tool
I
think
are
vital,
I
loved
them,
I
love
being
on
calls
like
this
with
people.
B
You
have
to
learn
how
to
deal
with
it
like
when
you,
when
you
present
this
is
facilitator,
but
when
you
present
slides
in
I
forget
which,
to
the
tool,
shows
a
little
window
saying
you
are
now
presenting
your
slides
and
then
it
says,
hide
people
don't
know
they
can
click
the
hide.
They
worry
that
they
will
hide
the
slides.
It
will
just
hide
the
little
window
and
I
think
it's
worthwhile
to
learn
that
little
feature,
because
it
makes
the
experience
so
much
better.
B
I'll
give
you
another
example.
We
yesterday
had
a
company
meeting
with
200
attendees.
At
the
same
time,
the
conferencing
software
we
used
had
some
issue
bandwidth
or
technical
problems.
We
couldn't
hear
each
other
in
one
minute.
We
switched
out
to
another
200
people.
We
posted
one
link
to
everybody,
everybody
switched
over
and
you
could
barely
notice
that
we
had
moved
from
one
platform
to
an
entirely
different
platform
and
we.
B
The
meeting
where
it
had
ended
and
I
was
just
in
awe
that
we
could
have
200
people
who
were
so
present
mindful
and
focused
that
they
knew
exactly
how
to
do
it,
how
to
mute
themselves
again
and
all
of
that
and
the
meeting
continued.
But
it's
in
the
details.
You
know
you
have
to
be
very
particular
with
the
small
small
details
of
the
tools,
how
the
tools
work,
yeah.
A
A
A
A
A
Exactly
exactly
no
I
love
that
I
love
that
Martin!
Thank
you
so
much
for
this.
This
has
been
an
absolute
pleasure
for
those
that
are
viewing
I'm
gonna
put
to
get
lined
with
pages
that
we
reference
down
in
the
show
notes
more
than
anyone
any
place
that
you
want
to
tell
people
to
look
at
to
get
in
touch
with
you
or
hacker
one.
B
Just
email
me
Martin
at
Taekwondo
comm,
if
you
need
a
bug,
bounty
program
or
vulnerability,
disclosure
or
just
you
need
hackers
to
help.
You
we're
here
to
help
you
with
that,
but
this
was
wonderful
there're,
an
wonderful
discussion
and
I
really
I
really
look
up
to
github
as
one
of
the
pioneers
of
how
to
operate
a
completely
distributed
organization.
It's
awesome
what
you're
doing
awesome.