►
Description
Join GitLab's Head of Remote, Darren Murph, and GitLab's VP of Customer Success, David Sakamoto as they discuss best practices about remote work and how to manage a remote team.
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
Awesome
so
we're
at
the
top
of
the
hour,
so
we
will
get
going
first
off,
I
want
to
say
hello
and
welcome
everyone.
Thank
you
so
much
for
joining
us
today.
We
appreciate
you
tuning
in
and
we're
excited
to
have
you
on,
and
this
webcast
we'll
be
covering
a
hot
topic
on
how
to
improve
your
remote
fluency
as
a
team
leader
and
how
to
thrive
as
a
remote
worker.
A
My
name
is
Darren
I'm,
the
head
of
remote
here
at
get
lab
and
I'm
joining
you
from
North
Carolina
today
and
we'd
love
to
hear
where
everyone
else
is
joining
us
from.
So
please
use
the
chat,
function
to
say,
hi
and
tell
us
where
you're
located
in
the
world
before
we
get
started.
I'm
going
to
cover
a
couple
of
housekeeping
items,
first
feel
free
to
ask
questions
throughout
the
presentation.
A
Think
of
them
and
we'll
make
sure
that
we
allow
time
for
them
at
the
end.
If
you
have
any
technical
difficulties,
you
can
use
the
chat
function
to
get
in
touch
with
our
moderator
and,
lastly,
we
are
recording
today's
presentation
and
that
will
be
delivered
to
all
registrants
in
the
next
few
days.
So
with
that
I
want
to
welcome
our
presenter
today.
David
Sakamoto,
the
vice
president
of
customer
success
here
at
gate,
lab
welcome,
David,
hey.
A
Man,
this
is
one
of
my
favorite
topics,
so
I'm
excited
to
dive
in
and
learn
from
your
insights,
so
I
want
to
start
with
culture.
When
I
ask
you
what
mindset
and
culture
changes
are
needed
to
thrive
as
a
remote
team
and
the
reason
I
want
to
start
with
culture
is
I.
Think
it's
one
of
the
more
underrated
elements
of
getting
remote
right.
A
B
Thanks
Darren-
and
you
know
I,
think
of
when
I
think
of
mindset
and
culture
I,
think
of
three
things
and
the
first
is
leading
with
empathy
and
I
think
we've
all
gone
through
a
dramatic
change
and
every
company
is
at
a
different
stage
and
every
individual
is
at
a
different
stage.
Whether
you've
got
a
family
in
your
homeschooling
or
you're
by
yourself
in
your
apartment,
or
maybe
you
have
an
elderly
person
that
lives
with
you.
So
we
get
appreciate
the
impact
of
people's
personal
lives.
B
That's
the
first
and
the
second
is
on
the
mindset.
Change
around
I.
Think
a
lot
of
people
are
looking
at.
Oh
dude.
This
thing
has
all
these
big
challenges,
but
if
you
flip
it
think
of
the
opportunity
that
you
have
in
front
of
you
think
of
the
opportunity
to
evolve
the
way
that
you
do.
Your
work,
how
you
collaborate?
Are
you
driving
the
best
practices
from
a
business
perspective
and
it
really
give
to
take
advantage?
B
Think
of
the
benefits
you
get
it
from
flexibility,
efficiency,
productivity
and
you
know,
for
a
business
perspective,
gives
you
lots
of
advantages
from
a
hiring
flexibility
and
cost
and
productivity.
As
well,
but
you
yes,
it's
specifically
about
culture
and
values
and
I.
Think
this
one
is,
you
know
everybody
can
read
the
tips
on
workspace
to
other
things.
This
is
the
one
I
think
is
probably
the
most
important
right
and
I.
B
Think
of
argot
lab
values,
I
think
of
really
important
things
around
transparency,
I,
think
of
collaboration,
I,
think
of
efficiency,
I
think
of
results,
and
if
you
start
looking
at
the
opportunity
to
rethink-
and
you
benefit
you
get
from
remote
leveraging
those
values,
you
can
really
see
significant
changes
right
and
kind
of
we
use
handbook
first
or
document
everything
in
you
know
a
couple
things
results.
I
know
a
lot
of
people
have
concerns
like
how
do
I
measure
what
people
doing
can't
see
them
as
sitting
in
their
seats.
B
Well,
you've
documented
it
it's
documented
in
OPR
or
a
goal.
It's
documented
in
your
one-on-ones.
It's
documented
in
your
meetings,
so
it
allows
that
to
really
have
visibility,
documented
or
results
you're
documenting
you
can
also
gives
you
transparent
if
you're,
making
those
that
information
and
make
your
information
is
accessible.
It's
transparent,
it
levels
the
playing
field
right.
B
You
know
you're
not
even
have
to
be
in
the
coffee
room
to
get
that
special
information,
because
it's
documented
for
everybody
consume
and
also
gives
you
a
lot
of
flexibility
for
how
people
want
to
engage
like
and
in
certain
ways.
You
can
actually
promote
diversity,
inclusion
by
giving
lots
of
different
methods
for
people
to
share
and
contribute,
and
then
obviously,
there's
all
the
efficiency
of
giving
things
asynchronous.
So
again
that
transparency
collaboration
results.
You
know
you
can
leverage
these
as
your
foundation
to
drive
the
right
practice.
Behavior
of
your
team
key.
A
Theme
there
was
around
documentation
and
a
good
lab.
We
try
to
work
handbook.
First,
we
made
sure
that
the
handbook
is
our
single
source
of
truth.
We
want
to
make
sure
that
people
don't
just
document
in
their
own
way
and
then
different
teams
don't
have
access
to
that
and
you
touched
on
transparency
and
then
the
importance
of
that
when
you
have
people
spread
out
all
over
the
world,
and
you
can't
just
tap
someone
on
the
shoulder
or
call
an
ad-hoc
meeting
to
get
everyone
on
the
same
page.
B
That's
that's
in
our
handbook,
so
I'm
sure
we'll
share
that
afterwards,
but
you
have
a
structured
doc.
That's
in
there
I
think
the
one
the
really
important
thing
is
there
doesn't
need
to
be
a
single
person,
that's
responsible
for
documenting
the
project
manager
or
the
blah
blah
blah
right.
It's
everybody's
job.
So,
as
someone
else
is
talking,
you
know
you
go
in,
there's
a
format.
You
write
the
person's
initials
or
their
name
and
the
comment
what
they're
stating
so
you
can
allow
you
to
you
know,
get
at
the
end.
Oftentimes
you
finish.
B
The
meeting
and
everybody's
documenting
has
multiple
chimed
in
and
kind
of
help
out
and
at
the
end
you
actually
have
like
you
know,
a
deliverable,
you
don't
let
you
have
an
artifact,
especially
if
you
think
of
people
a
synchronous,
people
in
different
time
zones
they
couldn't
participate.
Now
you've
got
everything
documented
in
the
decision
criteria.
What
are
some
of
the
points
were
and
ultimately
the
ultimate
decision.
So
it's
right
there
again
tapping
on
that.
You
know
you
can
you
can
manage
results
that
way
you
can
provide
transparent
information.
B
This
is
a
lot
of
really
benefit,
so
I
would
highly
suggest.
If
there's
one
thing
you
take
away
and
that's
simple
to
implement,
as
Darren
said,
is
we
and
we
use
Google,
Docs
and
there's
lots
of
different
tools
to
use,
but
you
know
start
looking
into
using
meeting
Docs
and
start
implementing
those
meetings
today,
yeah.
A
My
takeaway
there
is
this
is
one
small
step
towards
becoming
a
lot
more
intentional
about
how
you
run
your
business
and,
of
course
it
requires
some
of
those
forcing
functions
to
do
remote.
Well,
and
then
you
end
up
with
efficiency
benefits,
even
if
you
do
transition
back
to
the
office
post
pandemic.
B
And
I
think
if
I,
you
know,
certainly
managed
not
to
support
it
and
role
model,
it
and
I.
Think
of
different
things
of
scenarios
and
I
using
tactical
example
like
video
on
I.
Think
it's
really
important
to
have
video
on.
You
have
a
better
communication.
You
get
better
body
language,
but
things
you
can
turn
be
up
thrown
off.
Oh
you
know
I'm
pretty
mummy
I,
like
my
kids,
are
going
to
run
around.
B
B
So
it's
kind
of
you
know
being
acceptance
that
if
you
think
of
well
being
and
not
burning
out
like
I
thought,
I
came
hey
if
you
find
time
put
time
in
your
schedule
and
make
sure
you're
getting
exercise
you're
doing
other
things
and
if,
by
the
way
you
finish
a
run
and
you
just
jump
in
the
meeting
you're
wearing
we're
gonna.
That's
awesome.
B
I'm
super
stoked
that
you're
you
you're,
making
making
sure
that
you're
having
a
balanced
life
you're
taking
care
of
your
your
your
physical
health,
so
I
think
there's
a
lot
of
acceptance
of
that
and
role
modeling
and
making
sure
you
know,
as
your
management
team
acceptance
of
flexible
time
or
acceptance
of
or
being
acceptance
of,
like
hey,
something
just
came
up
like
I,
have
a
little
meltdown
happening
at
homeschooling.
I
need
to
step
away
right
or
you
know,
I
am
getting
burned
out.
I
need
to
take
some
time
off,
so
I
think
it's
really
again.
B
A
Documented
and
the
public
get
lab
handbook.
If
you
go
to
all
remote
info,
you
can
download
the
remote
playbook
and
listen
to
all
of
the
guides
of
which
David
is
referencing,
so
I
actually
want
to
segue
into
leading
by
example,
and
and
how
that
looks.
When
you're
thinking
of
structuring
your
day,
you
have
a
lot
of
people
now
that
it
becomes
suddenly
remote
they're
transitioning
into
a
remote
workflow
for
the
first
time.
What
should
they
concern
themselves
with
when
they're
thinking
about
structuring
their
day?
And
how
does
communication
play
into
it?
A
B
And
I
think
to
me:
I'll
go
after
I
think
what
I've
actually
heard
you
know
like
a
zoom
burnout,
I
come
to
constantly
on
zum-zum
zum-zum
zum-zum.
You
can't
get
your
work
done,
or
it's
just
exhausting.
Yes,
yes,
right
and
so
I
think
some
extent.
You
know
your
efficiency,
you
give
me
a
hyper
efficient,
and
that
has
a
consequence
right,
because
they're
definitely
that
efficiency
in
the
way
that
I
that
I
do
is
just
make
sure
scheduling
breaks
of
time.
B
So
there's
a
couple
things
to
do:
make
sure
you're
scheduling,
breaks
of
time
just
to
get
up
and
go
walk
around
go
outside
go
have
lunch
away
from
your
desk,
creating
a
little
bit
that
separation
from
your
work
and
their
personal
life.
So
the
schedule,
those
breaks.
The
second
thing
create
those
moments
where
you
can
create
those
water-cooler
moments
right
so
create
an
opportunity
where
you
can
connect
with
somebody.
Just
personally
we
we
have
coffee
chats
so
I
mean
there's
no
dock
for
that,
it's
literally
just
us,
hey,
Darrin
and
I.
B
Just
did
one
recently
hey,
disconnect
and
see
how
they're
going
and
you
know,
I'm
a
personal
life
and
interest
and
those
kind
of
things
so
create
those
opportunities
we
do
happy
hours
and
group
lunches
get
creative
again.
This
is
one
of
those
things
where
take
advantage.
Try
out
a
lot
of
different
things,
I'm,
so
I'm
gonna,
work,
someone
but
I
think
it's
fun
to
just
try
them
out.
I'd
say
the
third
piece
is
give
yourselves
into
diversity.
B
If
you
have
the
opportunity,
maybe
you
have
a
porch,
or
maybe
you
have
a
patio,
maybe
if
it's
you're
lucky
in
the
backyard,
try
to
give
yourself
a
little
diversity
again
take
advantage
of
the
opportunity
you
can't
move
around
and
enjoy
the
nice
day,
especially
as
we're
moving
into
spring
and
be
really
intentional
around
your
working
time
and
kind
of
when
you're
gonna
give
yourself
breaks,
so
you
can
have
the
right,
so
you
can
avoid
that
burnout.
It
also
just
avoid
you
know,
give
yourself
time
to
get
things
done,
like
email,
yeah,.
A
A
Think
if
you
have
that
on
your
calendar
to
book
in
your
day,
it
helps
you
to
ramp
into
your
day
and
very
deliberately
ramp
out
of
your
day,
and
it
puts
some
structure
around
the
day,
because
otherwise,
if
you
don't
physically
walk
out
of
it
in
office,
you
may
ask
how
will
I
ever
know
if
work
is
done,
because
at
home
the
laptop
is
always
around?
The
phone
is
always
around.
A
The
extra
mile
and
in
one-on-ones
and
interaction
points
make
sure
that
your
directs
actually
know
that
they
should
be
doing
this
and
taking
care
of
themselves
and
then
the
expectation
isn't
to
just
be
on
all
the
time
you've
mentioned
earlier
about
worrying
over
productivity
and
it's
funny
because
I've
actually
seen
the
opposite,
where
you
need
to
worry
about
your
team
burning
themselves
out
and
working
too
much
so
be
cognizant
of
that,
as
leadership.
I
also
want
to
ask
you
a
question
on
on
workspace.
A
You've
mentioned
the
separation
and
creating
a
structure
around
your
day,
but
surely
some
of
that
has
to
do
with
workspace.
I
feel
like
people
that
have
come
from
the
office
where
they
have
this
cubicle.
That's
nicely
set
up
by
someone
that
understands
economics
and
then
suddenly,
they're
thrust
into
their
home
and
everyone's
home
looks
different.
Some
have
a
bonus
room,
some,
don't
some
people
have
an
external
monitor,
some,
don't
what
tips
and
tricks
on
on
the
workspace
front?
B
It's
a
great
question
and
I
love
how
you
commented
yeah
a
little
bit
of
that
going
back
to
that
management.
Supporting
this
I
think
it's
important
to
understand.
People
may
not
have
a
standing
desk
or
even
like
a
desk
even
to
work
out
there.
It
may
be
at
a
kitchen
table,
I
mean
I've.
Seen
people
like
that's
my
workspace
and
now
my
back
and
shoulders
amount
have
problems
so
I.
Think
of
probably
three
key
things.
One
is
your
environment
right
and
two
one
make
sure
you
just
have
a
comfortable
space
right,
I
appreciate.
B
Not
everybody
has
like
a
room,
a
separate
room.
You
can
have
an
office
so
it
wherever
you
have
it
think
of
just
organ
--om
--ax.
You
know
I've
seen
people
who
use
books
and
stack
things
up
to
get
the
right
ergonomics.
There's,
there's
add-on
desks
that
you
can
get
or
if
you're
able
you
can
actually
get
this.
You
know
standing
desk,
but
there's
lots
of
options
that
are
a
varying
cost.
That'll
get
you,
but
just
make
sure
you're
comfortable,
comfortable
desk
is
comfortable.
The
chair,
you
know
basic
lighting
and
you've
got
a
webcam
most
laptops.
B
Have
them
if
you
can
get
one
I
also
suggest
if
you
can
get
one
to
put
one
up
kind
of
good
positioning
versus
kind
of
looking
up.
So
that's
more
of
a
pro
tip.
As
long
as
you
have
a
camera,
that's
a
good
place
to
start.
You
don't
need
to
get
it
perfect,
so
organ
max
like
make
sure
you're
comfortable
working
for
the
duration
of
time
and
put
the
break
since
you
can
walk
around.
The
second
is
privacy
right.
So
if
you
have
a
separate
room,
that's
great.
B
You
know
and
I've
seen
people
use
the
tricks
of
like
something
on
the
door
handle
like
a
working,
not
working
I.
Even
if
you're
an
open
space
you
can
have
like
a
physical
sign,
you
know
could
be
a
sign
and
it
could
be
a
plant
like
when
this
plant
itself
that
I'm
working
some
kind
of
notification.
Everybody
else
I
also
appreciate
what
people
may
not
have
a
separate
room
I'm
again.
B
So
if
you
can
get
some
sort
of
noise
cancelling
headphones
or
something
that
allows
you
to
focus
and
clearly
communicate
with
your
team
members,
that's
always
helpful.
So
you
know
creating
that
sense
of
privacy
with
the
space
that
you
have
and
then
the
third
is
probably
the
most
important
I
think
again
tying
back
to
that
burnout
and
Drain
is
try
to
create
like
boundaries
for
yourself,
work
is
started.
Work
has
ended
similar
to
like
when
you
get
dressed
right.
B
Humerus
quadrants,
I
personally
like
to
get
dressed
like
I'm,
going
to
work
right,
so
I
have
that
work
is
starting
and
then
work
is
ending.
I
have
a
process
personally,
where
I'm
done
I
like
to
clean
up
my
desk
and
put
my
laptop
away
right,
especially
if
you're
in
your
your
maybe
workspaces
in
your
bedroom.
All
right,
you
don't
want
to
be
waking
up
looking
at
work
constantly
so
as
much
as
you
can
kind
of
create
a
boundary
and
try
to
disable
your
laptops
put
away
so
now,
you're
living
your
personal
life.
A
A
A
lot
of
the
initial
screener
calls
will
happen
on
the
phone
or
on
zoom',
but
then
there's
always
an
in-person
moment
somewhere
along
the
way,
and
one
thing
that
I
wanted
to
point
out
is
get
lab
is
unique
in
that
all
of
our
hires
are
done
purely
virtually.
There
is
never
a
necessary
in-person
moment.
So
what
would
you
recommend
there
on
I'm
breaking
down
the
fear
of
preconceived
notions
around
hiring,
hiring
remotely
and
building
that
rapport
in
those
relationships
through
virtual
means?
Yeah.
B
And
it's
that
kind
of
through
the
earlier
comment,
how
it's
not
traumatically
different
if
dudes
get
over
the
mental
hurdle,
ERV
you're
not
gonna,
be
in
the
same
room
and
shake
hands
right
or
you
know
whatever
he
had
in
the
in-person
when
I
was
hired.
I
was
like
wow.
This
is
kind
of
strange,
but
then
I've
hired
a
bunch
of
people
and
I'm
like
it's
actually
worked
out,
wait
so
there's
a
little
bit.
B
It's
like
it's
fun,
right
and
ultimately,
I
think
it
is
kind
of
my
earlier
point
of
thinker
the
opportunity
to
just
make
sure
you
having
best
practices,
who's.
Ultimately,
remote
hiring
best
practices
same
right.
Do
I've
got
a
set,
do
I
they
to
my
thoughtful
around
who's.
On
that
on
the
interview
panel,
do
I.
B
So
in
many
ways,
if
you
think
of
just
how
do
we
get
better
like
look
at
your
just
core
hiring
practices-
and
you
know
make
sure
that
you're
following
those
and
ultimately
I-
think
you're
gonna
find
that
a
lot
of
the
is
a
lot
of
fun
around
that,
because
you
can
I've
heard
lots
of
people
with
all
remote
and
never
met
them.
A
person
in
it.
They've
worked
out
fantastic,
and
you
know
our
team
specifically
has
a
very
low
attrition
rate
as
well.
So
you
know
it
certainly
can
be
done.
A
Well,
one
thing
you
mentioned
on
looking
for
values
and
documenting
the
values:
fit
I
really
wanted
to
dive
in
there,
because
one
of
the
counter
points
I've
heard
from
leaders
is
I,
don't
know
how
to
assess
culture
fit
remotely
and
it's
interesting
because
they
get
lab.
We
specifically
say
that
we
don't
hire
for
culture
that
we
hire
for
values
fit.
We
want
people
to
fit
our
values
so
that
then
they
can
contribute
and
add
to
the
culture
that
we
have.
A
So
we
we
look
for
values
first,
because
if
they
fit
the
values,
then
they
can
bolster
our
culture,
and
this
is
sort
of
a
mental
shift
when
it
comes
to
hiring
because
a
lot
of
times
people
want
that
in-person
moment,
because
there's
just
some
subjectivity
there
on
I
generally,
just
like
the
vibe
of
this
person,
and
so
if
you
hire
for
values,
it's
more
intentional
and
it's
better
for
your
long-term
goals
as
a
company,
you
want
some
money
to
match
the
values
and
then
they
can
add
to
the
culture.
I
actually
want
to
flip
this.
A
B
B
So
when
you're
interviewing
as
I'm
interviewing
people
I
want
to
focus
on
the
interviewer
I
mean
interview,
the
person
being
interviewed
the
candidate
and
trying
to
remove
all
distractions
right
from
you
know:
visual
clutter
noise,
everything
that
allows
us
to
have
the
best
conversation
and
most
focus
so
I
think
a
lot
of
times
like
focusing
your
environment,
you
know
focus
on
your
camera
like
make
sure
like
physically
you're.
You
know
you
want
to
be
presented.
You
want
to
make
sure
you're
clear,
you're
centered
in
the
camp.
B
You
know
camera
you're,
not
like
kind
of
off
in
the
bottom,
or
something
like
that.
So
make
sure
that
they,
you
know
your
communication
can
be
clearly
seen
as
well
as
heard
so
I
think.
The
visual
aspect
that
includes
the
environment,
then
there's
just
the
essentials
around
being
prepared
and
being
set,
but
I
think
a
lot
of
it
is
making
sure
that
your
presentation
on
the
video
is
really
is
clear.
I
think
that's
fundamentally
the
key
difference
beyond
that.
It's
about
just
interview
practice
like
be
prepared.
A
Questions
come
in
around
building
relationships
and
I
think
for
people
that
are
used
to
having
informal
communications
happen
at
the
office.
There's
that
water
cooler
or
the
coffee
Lobby.
The
immediate
question
is
well:
how
do
we
replicate
that?
Should
we
replicate
that
and
how
much
of
our
social
quota
should
be?
We
be
filling
on
work
relationships,
so
what
tips
do
you
have
to
share
there
and
if
you
have
any
anecdotes
on
how
gitlab
does
this
you
mentioned
coffee
chats?
B
So
you
know
absolutely
it
needs
to
be.
You
know
structured
in
built.
You
know
in
the
into
your
day
in
terms
of
some
specific
things
you
know,
because
so
first
I
think
the
first
question
is
it's
as
important
in
remote
as
it
is
when
you're
in
the
office
and
in
some
ways
we
kind
of
lead
with
empathy.
If
you
understand
the
situation,
it's
actually
even
more
important
now,
given
the
dramatic
change
that
we're
seeing
in
our
lives.
So
it's
some
extent
it's
even
higher
now
and
somewhat
independent
of
remote.
B
So
the
some
of
the
things
that
we
do,
coffee
chats
are
mentioned.
So
there's
no
specific
agenda.
Typically
25
minutes
give
you
time
to
break
five
minutes
between
the
next
meeting
and
just
really
it's
just
there
to
connect
for
anything
personal.
You
know
sometimes
work
stuff
comes.
You
know,
that's
okay,
but
it's
just
literally
a
copy
chat
like
you've
run
into
someone
in
a
break
room
and
our
culture
so
again
kind
of
Mauro
Monning
anybody
can
schedule
a
you
know.
Coffee
chat
with
anybody
else
right,
there's
no
rules
around
it.
B
So,
that's
probably
our
first,
you
know
recommended
one,
but
we've
also
tried
a
bunch
of
things.
People
just
put
a
block
of
time
and
invite
the
whole
team
and
people
jump
in
and
out.
You
know
different
time
zones.
You
know
you've
seen
lots
of
people
I.
Think
most
of
you
have
happy
hours,
I've
even
started,
trying
scheduling,
peloton.
You
know
time
now
they
have
this
hashtag,
so
you
can
actually
virtually
ride
together.
B
I've
created
a
shared
calendar
for
working
out
health
and
wellness
and
people
are
putting
yoga
classes
on
there
and
you
can
just
jump
in
and
do
a
yoga
class
together.
So
in
some
ways
like
these
are
ideas,
but
hopefully
you
know
you
can
take
advantage
of
it
like
what
different
ideas
you
can
come
up
with,
get
creative
and
try
some
different
things.
Yeah.
A
I
love
that
and
that
we've
started
with
so
many
parents
having
kids
at
home.
Is
this
idea
around
the
juice
box
chat
where
we
have
parents
sync
up
their
schedules
and
if
they
have
open
blocks
in
their
calendar
they
can
just
turn
their
zoom
cameras
on
and
let
their
kids
commandeer
the
the
zoom
space
and
they
can
sing
together
play
together.
A
Dance
together
speak
different
languages
together,
and
so
we
have
kids
joining
across
oceans,
which
I
think
is
really
awesome
because
on
the
surface
it
looks
like
everyone's
isolated,
but
you
use
technology
to
the
fullest
extent,
we're
actually
bringing
people
together
in
a
new
and
innovative
way,
and
this
isn't
something
that's
super
difficult,
I
get
lab.
We
just
started
as
an
idea
in
slack
and
created
a
shared
calendar
and
we
were
off
to
the
races
and
I
guess.
It
goes
back
to
your
earlier
point
on
the
scarcity
versus
abundance
mindset.
A
A
Think
it's
vital
as
leadership
to
take
that
approach,
because
people
by
default
are
gonna,
feel
isolated
and
a
little
bit
down
right
now
and
you
have
the
opportunity
to
bring
people
up
and
unlock
opportunities
that
weren't
there
before
totally
so
I
want
to
close
with
one
final
question
that
came
in
what
management
strategy,
hiring
or
training
challenge.
Do
you
wish
you
knew
about
before
becoming
remote
a.
B
Great
question
funny
so
I
came
from
a
very
highly
hybrid
remote
company
before,
as
well
as
that
Cisco
before
my
team
was
about
60%,
remote
and
40%
in
offices
and
to
me
come
and
get
lab
like
a
60/40,
100
percent,
the
same
thing:
it's
not
like
it's
fundamentally
better
right,
I,
think
in
the
hybrid
environment,
like
you
and
I,
didn't
realize
until
I
experienced
it,
and
we
talked
about
some
of
the
values
and
culture
around
inclusion
from
this
every
symbol,
a
level
playing
field
right.
So
it's
not!
B
You
don't
have
this
first-class
citizen
being
the
ones
in
the
office
that
get
the
special
information
because
they
can
go
about
drop
by
the
office
and
they're
in
the
coffee
chat
to
get
special
information
and
more
attention
every
season,
this
level
playing
field
so
I,
you
know
I,
think
of
really
it's
kind
of
that
Wow.
There's
a
lot
of
different
opportunities
for
us
to
be
more
transparent
and
inclusive,
and
some
of
those
pieces
so
again,
I
think
it
Oldman
goes
back
to
that
theme
of
you
know.
I
appreciate!
B
There
are
challenges
in
shift
making
this
shift,
but
change
that
mindset.
Our
thinking
about
the
opportunities
you
have
it,
you
can
do
like
the
example
of
the
juice
box
things
you
could
do
in
a
remote
where
you
couldn't
do
them
before
and
they're
actually
advantageous
both
for
a
business
and
personal
perspective.
A
Along
that
David,
thank
you
so
much
for
joining
us
today,
thanks
so
much
for
the
tips
and
insights
and
for
the
audience
watching.
Thank
you
very
much
for
joining
us
be
sure
to
follow,
get
lab
on
Twitter
and
LinkedIn
and
we'll
be
following
up
with
a
recording
of
this
webcast
in
a
few
days.
So
look
out
for
it
and
be
sure
to
register
for
the
next
one
till
we
meet
again
Aloha
and
Mahalo.