►
From YouTube: Mind Merge Request : Q&A with GitLab's CRO - Episode 2
Description
Join GitLab's Head of Remote, Darren Murph, and GitLab's CRO, Michael McBride as they discuss the ins and outs of managing a remote sales team, and shared tactical advice for suddenly-remote leaders.
Check out these resources:
GitLab's Remote Playbook: http://allremote.info/
Remote Work Report: https://about.gitlab.com/remote-work-report/
GitLab for remote teams: https://about.gitlab.com/solutions/gitlab-for-remote/
A
You
can
use
the
Q&A
function
at
the
bottom
of
your
screen
for
that,
and
we
will
reserve
time
at
the
end
to
go
through
some
of
those
but
feel
free
to
ask
those
as
you
think
of
them.
Don't
wait
until
the
end.
If
you
have
any
technical
difficulties,
you
can
use
the
chat
function
to
get
in
touch
with
our
moderator
to
help.
And
lastly,
a
reminder
that
we
are
recording
today's
presentation
and
we
will
deliver
that
to
all
registrants
within
the
next
few
days.
A
So
without
further
ado,
I
want
to
welcome
Michael
McBride,
get
labs
chief
revenue
officer
thanks
for
joining
us,
Michael
big
fat,
me
Darren.
So
let's
dive
right
in
I
want
to
share
with
the
audience
how
you
manage
a
remote
team
and
what
suddenly
remote
leaders
can
learn
from
your
experience.
I
know
it's
old
hat
for
you,
but
for
a
lot
of
people.
This
is
a
very
new
dynamic,
yeah.
B
You
know
it's
interesting
because
a
lot
of
sales
organization,
especially
large
technology
sales
organizations,
have
been
hybrid
for
a
long
time
where
some
people
had
headquarters.
Some
people,
remote
and
really
one
of
the
biggest
changes
has
been
the
fact
that
how
customers
are
100
percent,
remote
and
and
I
think
you
know.
B
What
really
is
the
anchor
for
you
know,
any
any
organization
is
hiring
great
people
that
doesn't
change,
but
when
you
think
about
remote,
if
that's
a
model
that
you
can
continue
to
support
after
we
get
through
the
environment,
we're
in
right
now
you
can
hire
great
people
from
a
much
bigger
talent
pool,
as
you
can
hire
in
any
location
you
want.
B
You
know
in
sales,
it's
a
very
measured
profession,
there's
already
a
lot
of
metrics
in
place,
but
there
are
targets
and
results
that
might
be
upstream
of
you
know
what
is
typically
revenue
and
you
know
trailing
sales
metrics
that
are
good
to
make
sure
those
are
the
targets
were
measuring
we're
not
looking
for
how
long
someone
is
in
the
office
that
nobody's
in
the
office.
So
we
really
care
about
it's
getting
the
right
outcomes.
So,
in
order
to
do
that,
it's
it's
important
to
communicate.
B
So
we
don't
have
that
that
frequent
touch
point
seeing
someone
in
the
office
as
a
reminder.
So
instead
writing
everything
down,
really
makes
it
easy
for
us
to
not
only
communicate
but
be
clear
with
one
another
about
what
those
results
are,
what
we're
expecting
and
how
we're
tracking
towards
those
at
gitlab.
We
use
very
few
tools.
We
try
to
just
use.
Zoom
video
is
critical
for
having
that
not
only
clear
communication
but
empathetic
engagement,
slack.
B
We
use
that
for
sort
of
the
real-time
communication,
but
for
the
documentation
that
really
matters
to
run
a
project,
especially
to
drive,
engage
from
the
customers.
We
use
get
lab
issue
tracking
for
it's
a
workflow
tool.
We
also
use
Google,
Docs
and
salesforce.com
everything
lives
in
those
three
tools
and
and
it's
hard
to
lose
things
in
translation
one
if
we
write
it
down,
but
big
thing
that
I've
learned
we
can
get
lab
is
to
write
it
down
together,
and
we
can
talk
more
about
how
we
do
that
with
customers
as
well.
B
But
when
I
sit
down
with
one
of
my
team
members
and
we're
setting
those
objectives,
we
write
it
down
together
in
a
single
document
at
the
same
time.
So
we
leave
that
conversation.
We
both
know
that
we've
heard
each
other
correctly.
We've
agreed
to
the
right
thing
because
you
wrote
it
down
together
in
the
same
document
yeah.
A
I
want
to
dig
into
that
a
little
bit.
I'm
gonna
get
loud
as
well.
I
love
that
we
work
handbook.
First,
I'm
a
storyteller
I'm,
a
communicator
former
journalist.
So
writing
things
down
comes
very
naturally
to
me.
I
would
prefer
to
write
over
verbalize,
but
for
a
lot
of
people
in
the
sales
profession
you
may
find.
The
opposite
is
true.
People
have
verbalized
their
entire
career
through
meetings
and
prospects,
and
all
of
that,
how
do
you
train
someone
our
kind
of
force,
the
function
of
switching
the
brain
from
verbalizing
first
to
documenting?
A
B
B
Typically,
you've
been
writing
that
down
for
yourself
and
then
eventually,
maybe
summing
something
up
into
a
deliverable
that
might
be
for
a
larger
audience,
it's
less
common
and
it
feels
a
little
bit
uncomfortable
at
first
to
do
it
together
in
real
time
and
share
those
thoughts
in
a
raw
form
and
I
find
it
takes
about
a
month
to
get
fully
through
letting
go
the
old
way
it
took
me
a
month
to
you
know:
I
have
my
note-taking
format.
I
knew
how
I
like
to
do
it
to
do
it
together.
B
A
A
key
point
there
it's
partly
about
tools
using
Google
Docs
for
a
shared
office,
365
doc,
but
it's
also
partly
about
culture
and
the
mentality
around
it
and
getting
comfortable
with
sharing
things
and
draft.
If
you
look
at
a
get
lab
values
page,
we
cover
a
lot
of
that
where
we
do
blameless
problem.
Solving,
no
ego,
we
share
things
that
are
in
draft,
but
that
can
feel
a
bit
uncomfortable.
If
you're
used
to
just
delivering
polished
projects,
so
good
advice,
it
might
feel
a
little
awkward,
but
that
doesn't
mean
you're
doing
it
wrong.
A
That
may
mean
may
mean
you're
doing
it
right.
So
I
want
to
jump
to
our
next
question
on
optimizing
business
sales
cycles.
How
does
that
change
when
operating
remotely?
And
what
advice
would
you
give
to
people
that
are
shifting
from
doing
this
in
office
and
a
co-located
space
to
now
doing
it
in
a
distributed
model?
Yeah.
B
A
lot
of
sales
organizations
are
used
to
having
team
members
in
and
out
of
the
office
they're
out
of
customers
and
and
they've
adapted
to
that
over
the
years.
But
the
sales
cycle,
where
you
used
to
have
a
an
in-person
cadence
with
the
customer
and
the
customer,
was
used
to
that.
It
helped
to
have
an
engaged
communication
with
the
customer.
Replacing
that
is
challenging
and
I
think
the
most
important
thing
that
we've
noticed
is
don't
let
being
remote.
Allow
you
to
slow
down
that
cadence
of
high-quality
conversations
with
the
customer.
B
B
We
do
more
communication
upfront
during
the
call
and
after
the
call
that
written
communication
is
probably
a
little
bit
more
detailed,
then
a
lot
of
companies
would
do
if
you
were
quite
often
meeting
with
customers
in
person,
because
you
can
kind
of
make
up
for
what
would
have
been
beneficial
in
that
prep
by
having
a
really
high
fidelity
conversation
in
person
and-
and
you
have
some
chit
chat
before
the
meeting
starts
in
the
hallway.
You
have
a
little
bit
after
those
are
moments
that
you
might
be
able
to
calibrate
on
next
steps.
B
B
Not
every
customer
is
in
a
position
to
take
advantage
that,
but
many
of
them
are
more
than
happy
to
try
it
and
when
we
take
notes
together,
it
changes
the
dynamic
of
what
feels
like
a
very
distant
engagement
with
a
customer,
because
now
we're
collaborating
on
a
single
document
and
that
collaboration
changes
it
from
a
me
talking
to
you,
or
vice
versa,
to
a
we're
working
together,
and
it
helps
close
that
gap
that
that
perceived
distance
that
can
happen
remotely.
So
it
feels
a
little
bit
uncomfortable.
B
So
we're
really
clear
on
what
we've
covered,
what
action
items
we've
got
and
what
ends
up
happening
is
you
leave
the
call
with
a
shared
set
of
next
steps
that
we
built
together
and
we
both
sort
of
feel
like
it's
collectively
ours
and
that's
really
what
we
want
anyway,
we
want
to
serve
our
customers
in
a
way
that
we're
genuinely
helping
them
with
what
they
need,
and
that
really
helps
us
to
do
it.
We
write
it
down
something.
B
A
I
do
want
to
ask
about
planning
a
lot
of
people
are
trying
to
plan
for
weeks
months
and
quarters
ahead.
A
lot
of
that
has
been
upended
due
to
a
pandemic,
a
lot
of
people
that
haven't
really
what
those
plans
were.
Are
they
still
valid
and
then
on
top
of
that,
if
you're
not
in
your
usual
office,
environment,
you're
dealing
with
that
complexity?
So
what
does
planning
look
like
on
your
side
that
maybe
others
could
learn
from
yeah.
B
Every
customer
conversation
starts
with
that
empathetic
check-in
to
see
how
they're
doing
what
new
challenges
have
come
up
and
how
we
can
help,
and
that
does
two
things
it
helps
to
validate
that
we're
on
plan
or
validate
that
there's
new
challenges
and
that
we
can
go
work
on
those
together.
We
then
connect
that
to
a
bottoms-up
plan
so
where
you
might
consider
doing
a
full
bottoms-up
forecast
quarterly
with
your
QPR's
or
monthly.
B
A
Wanna
dive
into
hiring
a
little
bit
the
next
questions
on
management
and
strategy,
what
management,
strategy,
hiring
and
or
training
challenge
do
you
wish
you
knew
about
before
becoming
our
remote?
Maybe
another
way
to
word.
That
is
what
did
you
struggle
with
kind
of
preconceived
notions
that
you
had
before
going
remote?
That
you
think
would
be
useful
for
people
to
know
upfront
now,
yeah.
B
B
So
you
know
whether
your
remote
or
on
different
floors
in
the
building
or
in
maybe
different
offices
that
are
in
different
cities
that
collaboration
one
step
about
using
a
single
document,
really
changes
the
effectiveness
of
meetings
and
communication,
so
I'll
definitely
take
that.
Another
thing
that
I
wish
I'd
known
before
is
how
it's
very
possible
and
I
think
often
easy
to
lose
a
connection
with
the
people
on
your
team.
B
The
people
throughout
your
company,
if
you
end
up
only
having
every
30
minutes
on
your
scheduled,
a
work
meeting
because
it
turns
out
with
remote,
you
can
be
very
focused
and
very
efficient
with
the
time
which
is
great.
But
then
you
didn't
go
to
the
snack
room
and
have
a
chat
with
someone.
You
didn't
go
grab
a
cup
of
coffee
and
talk
about
something
unrelated
to
work,
sure
and,
and
so
I
think
a
really
actionable.
B
You
know
element,
this
is
kind
of
you
know,
jumping
ahead
to
your
question.
Five
here
is
scheduled
informal
meetings.
It
can
be
like
on
the
calendar,
but
it's
intentionally
informal.
So
that's
the
weird
thing
it
feels
weird
at
first,
but
once
you
start
doing
it,
it
feels
totally
normal,
but
it
could
be
a
one-on-one
to
just
grab
coffee
with
someone
and
talk
about
non
work
things
and
make
sure
that
that's
sort
of
the
point-
and
they
know
that
you
know
that
it
might
be
a
team
happy
hour
on
video.
B
It
feels
weird
the
first
time
but
after
that,
everyone
relaxes
I
feel
like
they
can
just
catch
up
and
talk
about
the
crazy
times.
We
have
going
on
right
now,
otherwise
that
sort
of
remote
interaction
can
end
up
being
all
work,
because
it's
hard
to
replace
those
serendipitous
interactions
in
an
office
unless
you
just
create
them,
and
it
turns
out
they're
easier
to
create
than
I
thought.
I
thought
that
would
feel
really
awkward.
B
A
And
just
a
quick
aside
to
prove
that
we
are
practicing
what
we
preach.
Both
you
and
I
are
actually
three
thousand
miles
away,
but
we're
actually
conversing
over
a
shared
document
like
we're
actually
both
looking
at
the
shared
document,
we
have
our
moderators
in
there.
This
is
very
much
how
we
work
and
you're
right,
because
I
know
that
we're
looking
at
the
same
thing,
there's
a
comfort
level
that
comes
with
that.
This
is
our
single
source
of
truth.
A
This
is
the
the
document
that
we're
going
to
work
on
together
and
to
your
point
about
being
intentional
about
conversing
with
each
other.
You
know
what
dawned
on
me
the
other
day
that
even
in
co-located
spaces,
someone
intentionally
built
a
lobby
with
a
coffee
machine
in
it,
and
it's
quite
possible
that
those
coffee
machine
Lobby
conversations
happen,
because
someone
was
intentional
about
building
the
atmosphere
where
they
could
take
place,
and
so
the
same
is
true
in
a
remote
setting.
You
just
have
to
do
it
a
little
bit
differently.
A
So,
instead
of
physically
building
a
latte
with
a
coffee
machine,
you
actually
have
to
use
a
calendar
invite
and
an
offer
to
for
someone
to
join
you
on
that.
But
the
intentionality
behind
it
I
think,
is
crucial
across
sales
and
other
functions
in
the
organization,
especially
when
you're
remote.
You
can't
rely
on
fate
for
certain
things
to
happen,
so
you
did
answer
this
to
some
degree,
but
if
there's
any
additional
actionable
advice
that
you
would
want
to
give
to
remote
managers
right
now,
here's
the
chance
yeah.
B
I
mean
I
think
that
that's
that's
by
far
and
away
the
most
important
one
to
me
is
find
a
way
to
schedule
an
informal
time.
The
second
thing,
I
would
say,
is
be
careful
about
your
own
schedule.
It's
easy
when
you're
fully
remote
your
office
is
always
with
you
to
have
your
day,
get
longer
and
longer,
and
more
and
more
full
it's
important
to
to
fill
some
blocks
of
time
for
yourself.
Whether
that's
to
you
know
pursue
your
hobby
exercise
whatever
it
is.
B
That
keeps
you
you
it's
it's
easy,
especially
when
there's
demands
where
the
team's
going
through
change.
Customers
are
going
through
change,
there's
a
lot
of
people
who
would
like
time
and
would
benefit
from
that
time,
and
you
got
a
got
to
make
time
to
move
around.
You
know,
don't
have
a
commute
anymore,
maybe
used
to
walk
from
the
train
to
the
office,
find
a
way
to
replace
that
walk.
Otherwise,
a
week
goes
by
how
many
steps
did
I
move
it.
B
A
If
you
don't
put
it
there,
it's
far
too
easy
for
work
to
just
consume
both
ends
of
it,
because
the
reality
is
there's
always
something
to
do.
It's
never
gonna
just
neatly
tie
itself
up
at
the
end
of
the
day,
when
you
don't
have
a
building
to
walk
out
of
it
becomes
the
burden
of
responsibility
shifts
to
the
individual.
A
To
basically
just
say
it's
time,
and
and
now
it's
it's
me
time
and
that's
crucial
for
people
to
recognize
and
for
leaders
to
reinforce,
because
you
can't
necessarily
expect
all
of
your
directs
to
understand
that
so
I
want
to
shift
over
to
a
few
audience
questions.
These
are
some
fun
ones
or
can
be
so
what
keeps
you
up
at
night?
Maybe
so.
B
I'll
try
to
answer
that
in
two
ways:
I
think,
given
the
context
of
the
conversation
here
as
it
relates
to
remote.
Probably
one
of
the
bigger
concerns
is
onboarding.
How
quickly
I
can
help
people
commit
to
not
only
as
they
join
the
company
understand
the
culture
understand
the
way.
The
way
we
run
the
business
remotely
but
to
sort
of
quickly
ramp
to
mastery
and
and
be
really
efficient
and
effective
in
their
role,
and-
and
this
is
this-
is
one
that,
especially
at
a
company
level,
we're
growing
really
quickly.
B
There's
a
lot
of
new
managers,
a
lot
of
new
team
members
and
we've
done
a
really
good
job
of
keeping
our
culture
strong
and
engaged
and
and
following
our
values,
but
being
intentional
about
that,
onboarding
is
really
important
and
I
do
I.
Do
worry
about
that
growth,
hey
as
we
you
know,
we
went
from
you
know
in
the
low
hundreds
when
I
joined
to
five
hundred
to
a
thousand
twelve
hundred
people
I
was
worried
about.
You
know
hitting
break
points
where
that
would
be
hard
to
maintain.
B
B
You
know
I
think
this
one
is,
you
know
it's
easy
to
look
to
say
I'm
looking
for
it,
it's
it's
harder,
just
to
measure
it
and
do
a
really
good
job
identifying
it.
But
it's
some
of
the
same
things
you
look
for
in
someone
in
the
office
too,
and
you
know
it's
gonna
be
obvious,
but
one
of
them
is
good
communication
and
that's
not
just
verbal
communication.
It's
written
communication.
B
You
know
how
do
they
communicate
in
between
interviews
and
that's
an
indicator
of
how
they're
going
to
operate
when
we're
not
standing
right
next
to
each
other
and
have
the
opportunity
to
to
say
hey?
Did
you
mean
this
or
this
I
didn't
understand
that
clarity
and
communication
and
and
willingness
to
speak
up?
So
one
thing
I
for
interviews
is:
not
only
do
they
ask
questions,
but
what
kind
of
questions
are
they
asking
there's
the
questions
that
maybe
they
prepared
for
in
advance
that
were
important
to
them?
B
Those
are
good
indicators,
but
also
the
questions
that
come
up
in
the
course
of
the
conversation.
It
might
be.
A
clarifying
question,
someone
who's
willing
to
say:
hey
I,
didn't
quite
follow
what
you
just
said
there.
Can
you
clarify
that,
or
can
you
double-click
on
that?
For
me,
that
means
I
know
they're
gonna
have
the
confidence
to
say:
hey
I'm,
not
quite
sure,
I
heard
that
right,
but
I
don't
want
to
leave
this
until
I.
Do
now,
that's
really
important
when
there
might
be
a
more
challenging
communication
environment.
A
Last
one
here
and
then
we'll
wrap.
We
should
suddenly
remote
leaders
keep
doing
or
start
doing
once
it's
safe
to
return
to
the
office
and
they
may
return
to
a
different
environment
where
some
people
continue
to
use
the
office
as
their
default
work,
location
and
now
a
subset
of
a
company
may
opt
not
to
go
into
that
environment.
So.
B
I'll
share
three
things
and
I'll:
do
it
as
quick
as
I?
Can
here
the
first
one
is
it's
very
possible
that
you're
gonna
go
back
into
the
office
into
a
hybrid
environment,
hybrid
meaning,
you've
got
a
large
group
of
people
in
an
office,
but
you
do
have
team
members
not
in
that
office.
That's
one
of
the
most
difficult
remote
environments.
There
is
so
I
think.
If
you're
the
one
in
HQ
you're,
the
one
in
the
office
always
go
the
extra
mile
to
ensure
that
the
remote
party
has
a
full
seat
at
the
table.
B
They
have
the
ability
to
contribute,
communicate,
engage,
and
that
means
cameras
on
it
means
having
good
audio
quality,
having
good
microphones,
making
sure
that
there's,
if
there's
a
big
room,
there's
enough
audio
coverage
that
everyone
can
be
heard-
and
it
goes
to
the
second
point
which
is
document,
keep
writing
stuff
down.
Even
though
you're
in
the
office.
It
works
it's
really
efficient,
but
it
will
also
help
support
that
input
from
your
team
members
that
may
not
be
in
headquarters
and
then
finally,
I'd
say,
find
ways
to
hire
and
support
remote
work.
Anyway.
B
There
are
tons
of
really
talented,
diverse
people
that
don't
live
in
your
area,
and
probably
one
of
my
favorite
things
about
working
at
git
lab
is
that
when
we
are
looking
for
a
new
role,
we're
gonna
fill
a
new
role.
We
can
look
anywhere
on
earth
for
that
role.
That's
a
really
big
and
open
and
exciting
talent
pool.
So
you
know
when
you're
hiring,
keep
in
mind
like
hey.
Is
it
possible
for
us
to
do
more
of
this
remote
I?
Think
it's
a
real
competitive
advantage.
I
I
love
telling
the
world
about
this
I.
A
Bride
thanks
so
much
for
for
doing
this
today,
thanks
for
sharing
your
insights
and
for
those
watching
be
sure
to
follow,
get
lab
on
Twitter
and
linked
and
reach
out
to
either
of
us.
If
you
want
to
continue
the
conversation,
you'll
find
all
of
our
documentation
at
all
remote
info.
That
will
get
you
straight
into
the
remote
section
of
our
handbook
and
just
feel
free
to
Google
everything
else.
Sales
and
get
lab
will
put
you
into
that
handbook
as
well.
There's
over
5,000
pages
there
so
make
sure
you
bring
a
tall
cup
of
coffee.