►
Description
Darren (Head of Remote, GitLab) and Anna-Karin (Coach and co-founder, Because Mondays) discuss a number of challenges and solutions related to remote work, transitioning a company to remote, working asynchronously, and defaulting to documentation.
###
Learn more about Because Mondays: https://www.becausemondays.com/
Other topics discussed:
GitLab's Handbook First approach: https://about.gitlab.com/handbook/handbook-usage/#why-handbook-first
Considerations for transitioning a company to remote: https://about.gitlab.com/company/culture/all-remote/transition/
Asynchronous communication: https://about.gitlab.com/company/culture/all-remote/management/#asynchronous
All-remote meetings: https://about.gitlab.com/company/culture/all-remote/meetings/
Working while traveling: https://about.gitlab.com/company/culture/all-remote/working-while-traveling/
People: adopting a remote lifestyle: https://about.gitlab.com/company/culture/all-remote/people/
Getting started in a remote role: https://about.gitlab.com/company/culture/all-remote/getting-started/
Informal Communication: https://about.gitlab.com/company/culture/all-remote/informal-communication/
In-person interactions: https://about.gitlab.com/company/culture/all-remote/in-person/
All-remote benefits: https://about.gitlab.com/company/culture/all-remote/benefits/
###
Learn more about GitLab's all-remote culture and processes: https://about.gitlab.com/company/culture/all-remote/
Submit your own questions for a Pick Your Brain with GitLab: https://about.gitlab.com/company/culture/all-remote/pick-your-brain/
A
Hey
everyone.
Thank
you
very
much
for
joining
me.
This
is
Darren
how
to
promote
gitlab
and
today
I'm
joined
by
Anna
Karen,
because
Mondays
we're
going
to
talk
all
things
remote
work.
So
thank
you
very
much
for
joining
me.
Give
the
audience
a
bit
of
background
on
who
you
are
and
what
because
Monday's
is
about
and
then
feel
free
to
verbalize.
Your
first
question
perfect.
B
And
what
we
also
see
is
that,
and
it's
very
interesting
for
people
now
to
start
to
not
be
limited
to
an
office
space,
and
even
though
we
can
help
people
and
strive
for
a
living,
a
life
where
they
can
actually
choose
where
they
work
from.
We
see
that
not
all
workplaces
where
they
can
actually
then
have
assignments
are
adapted
to
this
new
way
of
thinking.
So
we
started
researching
how
different
companies
are
approaching
remote,
both
a
whole
companies,
but
also
when
you
have
remote
workers
and
that's
why
this
opportunity.
A
A
Key
learnings,
the
first
is
empowerment,
is
critical,
so
this
doesn't
come
naturally
to
a
lot
of
leaders
where
you
initially
think
to
structure
the
organization
to
maintain
control
and
actually
one
of
the
things
that
I've
seen
in
successful
distributed.
Teams
is
relinquishing
and
delegating
as
much
of
that
control
as
you
possibly
can,
even
if
it
feels
unnatural.
A
So,
in
my
years
of
leading
remote
teams,
we
actually
encourage
junior
staff
and
interns
to
contribute
ideas,
because
a
lot
of
the
times
they're,
far
removed
from
kind
of
a
day
to
day
the
siloed
nature
of
work
and
some
of
the
best
ideas
can
come
from
that
perspective.
So
empowering
all
members
of
the
organization
really
really
critical.
It's
also
important
to
foster
an
environment
of
trust.
This
sounds
easier
than
it
actually
is.
It
needs
to
be
woven
into
the
culture,
which
is
one
that
you
a
few
judgment
and
you
give
teams
grace
to
make
mistakes.
A
A
A
So
we
found
that
if
you
can
foster
an
environment
of
trust
and
give
people
the
ability
to
kind
of
experiment
and
grace
to
make
mistakes
they'll
end
up
with
a
much
stronger
team
that
will
work
a
lot
harder
to
further
the
business
because
they
aren't
afraid
of
drastic
consequences
if
they
don't
get
it
right.
The
very
first
time
and
I
think.
A
It's
it
can
be
isolating
to
work
remotely.
So
you
need
people
that
have
a
high
degree
of
self-awareness
and
that
want
to
empathize
and
to
learn
more
about
other
people.
It's
kind
of
an
underrated
skill,
it's
a
little
bit
difficult
to
interview
for,
but
I,
think
past
reputation
and
past
references
can
go
a
long
way
to
understanding.
If
somebody
is
in
pathetic
in
that
way,.
B
To
go
back
to
what
you
said
about
like
delegating
or
like
you
know,
distributing
more
like
power
and
trusting
people
like
this
is
something
that
I
mean
busy.
You
read,
I
read
about
it.
A
lot
like
psychological
safety
is
important.
We
need
to
trust
each
other
and
if,
if
we're
gonna
be
able
to
move
fast,
you
know
we
need
to
delegate
like
also
decision-making
power.
But
how
do
you
like?
What
level
do
you
think
this
has
to
start
at?
B
A
Gotta
start
at
the
very
top,
if
you
see
your
executive
suite,
never
delegating
or
never
empowering
anyone
else
to
make
a
decision
on
their
behalf.
People
learn
by
what
they
see
and
this
actually
I
forget
lab
and
for
other
organizations
that
I've
worked
with
that
have
done
this
well
I
think
it
actually
all
starts
from
a
process
standpoint.
A
If
there's
any
gray
area
that
has
so
strangely
enough,
I
think
process
and
documentation
played
just
as
much
a
role
and
empowering
trust
as
people,
because
if,
if
you
just
rely
on
people
to
get
to
know
each
other
or
word-of-mouth
at
scale,
that's
really
really
difficult
to
do.
Because
people
don't
know
each
other
or
they
come
on
a
few
years
into
the
company's
path.
And
they
can't
possibly
get
to
know
the
hundreds
of
people
on
an
intimate
level.
So
documentation
kind
of
fills
that
void.
When
they
have
questions
on
trust.
B
Am
I
correct
if
I
then
translate
that
into
something
that
will
be
easy,
because
I'm
always
looking
for
these
steps,
that
I
as
an
individual
can
take
tomorrow,
like
can
I
make
a
little
change
tomorrow,
that's
better
than
sir
waiting
for
the
big
wave.
So
if
I
not
be
executive
and
can
I
then
sort
of
look
to
the
process
that
is
closest
to
me
and
see
if
I
can
affect
the
process
to
be
more
and
more
friendly
if
I'm
not
like
one-on-one
with
executives,
sure.
A
Absolutely
no
and
that's
actually,
the
ethos
of
alliteration
is
to
try
to
make
minimum
viable
change.
Make
the
smallest
possible
change
such
that
it's
not
drastic
or
catastrophic.
If
it
ends
up
not
being
the
correct
decision
or
if
it
needs
to
be
course
corrected.
That's
that's
the
spirit
of
iteration
and
get
lab,
tries
to
embrace
that.
So
absolutely.
B
A
A
If
you're
talking
about
tactical
takeaways
that
you
can
do
tomorrow,
take
a
look
at
any
process
where
you
think
I
actually
might
have
a
better
idea
on
this
or
I.
Think
I
can
put
together
a
group.
They
might
have
a
good
idea
on
how
to
improve
this
and
start
asking
to
make
those
changes.
I
would
shoot
for
something
smaller
rather
than
larger.
So
people
don't
kind
of
have
this
knee-jerk
reaction
to
all.
We
make
this
change.
A
What
what's
the
domino
effect
going
to
be
start
with
something
really
small
I
start
building
the
culture
of
hey,
it's
okay,
to
iterate!
This
isn't
this
that
isn't
going
to
be
in
the
end
of
the
world.
If
we
make
this
change
and
if
you
start
seeing
that
come
to
life-
and
you
start
building
examples
of
that
throughout
the
organization,
it
really
starts
to
proliferate,
because
people
love
to
be
empowered,
people
love
to
even
if
they
don't
want
to
make
the
change
themselves.
B
One
thing:
when
I
read
cuz
I
mean
I:
I,
read
your
em
remote
hand
book
or
you
know
you
have
a
lot
of
information
online,
which
is
great
to
get
to
sort
of
you
know,
pick
and
choose
for
in
my
own
time.
But
when
I,
where
I
work
in
like
some
tech
companies
and
usually
like
we're
standing
there
and
we
say
like
okay,
so
I'm
working
software
over
documentation-
and
you
know
when
asked
to
document
meant
like
as.
B
B
B
A
Is
the
concept
of
if
you
have
a
change
or
you
want
to
put
forth
a
solution
to
an
issue
document
it
in
the
handbook?
First,
so
that's
our
public
handbook
there's!
We
use
get
labs
about
it,
but
there
are
other
tools
like
ask,
Almanac
and
fellow
that
you
can
go
these
handbooks.
If
you
document
it
in
the
handbook,
then
you
disseminate
it
through
email
or
slack
or
phone
call
carrier
Pidgeon
whatever,
but
don't
do
it
in
Reverse,
don't
say
the
change
in
slack
and
then
go
to
document
it
now.
A
This
is
the
natural
human
inclination
is
to
just
take
the
path
of
least
resistance.
Do
anything
other
than
document
it
in
the
handbook,
because
that
requires
a
lot
more
work.
There's
some
technical
elements
to
understanding
gitlab.
If
you
have
a
mysterious
pipeline
failure,
then
you
have
to
dig
in
and
figure
out
what
that
is.
You
have
to
make
sure
it
doesn't
overwrite
something
else
that
someone
else
did
so
on
and
so
forth.
A
So
there
are
some
layers
of
friction
to
document
a
documenting
in
the
handbook
that
that
act
as
natural
barriers
to
convincing
people
to
work
that
way,
so
it
just
takes
a
lot
of
repetition.
Handbook
first
hand,
look
first,
handbook
first,
but
I
think
what,
when
people
start
to
really
get
it
and
they
start
to
embrace
it
is
when
they
think
of
an
issue
that
they're
having
and
they
go
search
our
handbook
and
they
find
a
documented
solution
such
that
they
don't
have
to
ask
anyone.
A
It's
the
most
efficient
way
to
find
an
answer,
even
if
it's
in
the
middle
of
the
night
and
no
one's
up,
it's
it's
there,
they
can
use
it
it's.
This
is
tactical
information
they
can
use
if
ever
they're,
in
a
situation
where
the
handbook
pays
off
for
them,
it
immediately
kind
of
flips
their
mindset
up.
Oh
I,
should
actually
begin
to
pay
it
forward.
If
I
come
across,
something
where
I
ask
a
question,
it
has
not
been
answered
yet
it
hasn't
been
documented
once
I
find
the
answer
to
that.
A
I
should
then
immediately
document
it
such
that
everyone
that
comes
after
me.
If
they
have
the
same
question
will
be
able
to
find
it
yeah.
If
you
can
scale
that,
and
you
get
people
in
this
mindset
of
paying
it
forward
and
benefiting
from
the
handbook
and
then
putting
their
documentation
in
the
handbook
to
benefit
others,
that's
kind
of
an
ideal
case
scenario,
but
without
question.
It
takes
a
lot
of
reminding
because
it
is
slower.
A
A
You
like
have
a
vague
recollection
of
what
it
is
you
heard
so
then
you
end
up
having
meeting
after
meeting
after
meeting
to
essentially
rehash
what
was
already
discussed
a
few
days
or
weeks
or
years
earlier.
This
is
an
extremely
inefficient
way
to
learn
and
it's
you
get
watered-down
hand-me-downs
of
information,
so
you're
much
more
efficient,
long-term
to
document
it
in
the
moment,
even
though
it
takes
longer,
but
it's
a
it's
a
forced
habit.
You
really
have
to
kind
of
force
yourself
to
do
it,
because
it's
not
a
natural
inclination
when.
B
A
And
actually
that's
the
right
way
to
think
about
it.
So
that's
taking
a
very
iterative
approach,
so
don't
wait
until
you
have
the
full
solution
packaged
to
create
the
handbook
page,
the
subhead
of
the
problem,
so
a
good
lab.
We
actually
encourage
people
to
create
a
new
section
or
a
new
handbook,
page
based
on
something
that
they
want
to
solve
anything
that
they
just
put
two
or
three
lines
for
now.
A
That
gives
you
an
overview
of
what
it
is,
and
they
say
this
team
is
working
on
this
once
we
have
a
solution
will
create
a
new
merger
question
update
this
page.
That
way,
if
someone
else
on
the
team
or
in
the
organization
is
having
this
same
problem
and
they
search
for
it.
Yes,
they
won't
find
the
solution
yet,
but
they'll
at
least
find
a
documented
proof
that
people
are
working
on
it
and
then
they'll
know
who
to
reach
out
to
to
add
their
insights.
A
So
that's
yet
another
benefit
to
being
okay
with
imperfection
and
just
getting
something
out
there
as
a
foundational
layer
and
then
constantly
building
upon
it
in
this
form.
Oh
we're
so
used
to
these
surprise
and
delight
moments
where
something
is
lost
and
it's
just
fully
packaged
fully
baked
and
they've
thought
about
everything
in
advance,
and
it's
just
all
delivered
to
you
and
in
one
fell
swoop.
This
is
the
nature
of
marketing
and
advertising,
but
that
doesn't
really
work
well
and
you're,
building
a
culture
and
you're
building
a
team.
A
B
So
it
feels
to
me
like,
as
I
started,
researching
about
remote
I
discovered
that
it's
a
lot
further
along
than
I,
suspect
it,
and
there
are
also
a
lot
more
companies
out
there
that
are
fully
distributed.
But
then
still
when
I
go
to
my
my
office
and
I
talk
about
this
over
them
higher
and
I
asked
so
like.
Are
we
considering
a
remote
position
for
this
role
and
they
feel
like
no,
but.
B
Be
easier:
if
we
can,
you
know,
I
can
sit
together,
it's
gonna
be
so
much
faster
and
the
time
difference
like
it's
really
difficult.
We
need
to
be
able
to
move
fast
like,
even
though
I
read
now
like
about
how
companies
they're,
having
more
experiences,
have
dealt
with
it.
I
still
feel,
like
I,
can't
really
give
good
enough
support
in
that
beginning
phase
to
even
argue
for
like
a
remote
position.
B
A
But
if
you
unpack
that
a
little
bit,
what
they're,
probably
saying
is
I
have
some
fears
about
it.
Working
or
I.
Don't
actually
trust
myself
to
have
the
management
capability
to
manage
someone
remotely.
So
therefore,
instead
of
learning
how
to
do
it,
I'm
just
not
going
to
hire
someone.
That's
remote,
that's
kind
of
the
underlying
thing
for
a
lot
of
managers,
because
they
just
haven't
had
the
opportunity
to
manage
remotely
nothing
against
them.
They
just
haven't
had
that
chance.
A
So
if
you
it's
difficult
now
to
convince
a
company
that
is
really
bent
on
not
implementing
remote,
but
I
think
what
you're
going
to
see
is
quite
quickly.
The
world's
best
talent
will
gravitate
to
companies
that
are
more
flexible
that
allow
them
to
work
from
anywhere
and
even
if
they
love
working
in
an
office,
the
ability.
B
A
In
a
co-working
space
around
people
when
you
want
to,
but
then
also
have
the
flexibility
to
work
at
home
or
a
family
members
house,
wherever
when
you
need
to
that's
kind
of
the
ultimate
new
workplace
perk,
so
foosball
foosball
tables
beer
on
tap
all
of
those
kinds
of
things
to
make
offices
super
flashy.
So
you
never
want
to
leave
honestly.
The
world's
best
workers
aren't
interested
in
that.
If
they're
able
to
work
from
home-
and
they
have
an
appropriate
space,
they
can
buy
their
own
custom
foosball
table
that
works
for
them.
A
They
can
have
a
refrigerator
full
of
food
and
drink
that
works
for
them
way
better
than
trying
to
trust
an
office
to
get
it
right
for
hundreds
or
thousands
of
people.
So
I
think
what
you're
going
to
see
is
higher
employee
retention
for
remote
companies,
and
so
one
of
the
ways
I
would
recommend
to
breach
approach.
This
topic.
A
Suggesting
this
on
employee
surveys,
just
put
it
out
there
like.
Would
you
like
an
option
to
work
remotely
see
what
the
feedback
is?
Maybe
the
organization
has
no
interest
in
it
and
they'll
tell
you,
but
maybe
they
do,
and
it's
one
of
those
things
that
offering
a
remote
option
could
even
be
seen
as
a
bigger
than
a
bonus
or
promotion
or
salary
increase.
A
This
is
people's
lives,
we're
talking
about
and
if
you
give
them
back
hours
of
their
day
in
commute
and
allow
them
to
relocate
to
a
place
with
a
lower
cost
of
living,
to
be
their
family
to
be
near
to
be
in
a
location
with
better
air
quality
and
so
on
and
so
forth.
That's
dramatically
changing
the
life
of
someone.
A
If
you
do
that
at
scale,
you're,
probably
going
to
have
a
happier
workforce
that
wants
to
pour
back
into
your
business
in
a
major
way
if
you're
struggling
to
recruit,
I
suspect,
if
you
open
it
up
to
remote
you'll,
have
an
increase
in
qualified
job
applicants.
That's
a
big
thing,
so
it
should
shorten
your
cycle
time
on
how
fast
you
can
scale
I
mean
in
2019
a
low
and
get
lab
is
going
to
grow
from
around
350
people
to
over
1100.
A
A
And
on
board
that
quickly,
because
we
do
it
remotely,
even
if
an
office
standpoint
imagine
if
we
had
an
office
and
a
high-rise
in
San
Francisco
that
could
fit
350
people
to
begin
the
other
year,
we
would
have
had
to
have
moved
offices
three
or
four
times
during
the
course
of
the
year,
each
of
which
is
like
a
multi-month
tear
down
and
rebuild
super
inefficient.
So
if
you
want
to
scale
more
quickly,
remote
is
a
no-brainer
at
the
very
core
of
it.
You
have
to
find
leaders
that
believe
in
it
and
that
are
willing.
A
It's
not
it's
not
a
risk.
I
need
to
say
like
take
the
risk
on
it,
but
to
to
risk
doing
something
differently,
that
might
they
may
not
feel
equipped
to
do
or
be
comfortable
doing,
but
I
think
this.
You
ask
this
question
now:
I
think
if
you
fast-forward
five
years
and
look
back
we're
gonna
laugh
at
this
video
and
how
absurd
this
question
is,
because,
honestly,
it's
gonna
be
they're,
not
gonna.
Have
any
choice.
If
you
want
to
be
able
to
recruit,
it's
going
to
be
as
foundational
is
offering
compensation
and
benefits.
B
When
you
say
that
may
sound
like
do
a
company
survey,
then
how
I
take
that
is
that
you
say
like
okay,
look
at
the
the
current
employees
as
well
like,
then
it's
not
just
about
recruitment.
It's
about
like
okay,
current
workforce
like
what
do
they
want
so
then,
would
you
suggest
that,
instead
of
focusing
solely
on
like
additional
recruitment,
should
I
take
it
more
like
listicle,
II
and
more
B,
and
looking
at
like
okay
as
a
whole
company?
B
B
A
A
hybrid
remote
organization
which
has
a
lot
of
downsides,
one
of
which
is
you,
have
a
subset
of
the
company
still
that
are
coming
into
the
office,
and
you
have
this
new
subset
of
the
company,
that's
being
hired
remotely.
So
you
create
this
division
right
away
where
some
of
the
company
they're
upset
that
they
have.
They
still
have
to
commute
an
hour
or
more
a
day
where
this
new
subset
doesn't
have
to
do
that.
B
A
A
B
How
fast
can
that
happen
like
no
getting
even
the
ticketed
team
on
slacked
B
yeah?
You
know
slacking
away,
and
you
know
a
synchronous
communication
about
strategy
for
three
years
like
how
fast
can
that
and
let's
say
you
start
without
handle
remote,
you
don't
have
that
that
experience
in-house.
How
fast
can
you
do
that
completely.
B
A
Remote
friendly
infrastructure
already
exists,
so
I've
worked
remotely
for
a
co-located
company
that
did
not
have
slack
or
anything
like
it,
so
they
just
used
face-to-face
communication
and
email,
and
that
was
it
and
functioning
as
a
remote
worker
in
that
environment
was
difficult
because
I
was
always
having
to
reach
out
and
extract
information.
None
of
it
was
freely
available.
A
So
in
a
situation
like
that
you're
kind
of
going
back
to
square
one
and
implementing
a
remote
communication
infrastructure
I
think
the
easiest
way
to
answer
this
question
is
to
go
to
leadership
in
an
organization
and
say:
okay,
imagine
or
actually
try
sending
everyone
home
everyone
home
for
a
week.
What
works,
what
breaks
voids?
Do
you
need
field?
What
things
only
worked
when
you
had
people
face-to-face
that
now
you
need
to
find
a
remote
mechanism
for
enabling,
because.
A
Home,
you
may
miss
things
that
are
kind
of
ban
dated
over
by
it
having
enough
people
in
the
office
and
sort
of
make
it
work.
But
if
you
said
everyone
home
you'll
immediately
see
okay,
we
need
to
communicate
issues
this
way
we
need
documentation
for
this.
You'll
just
want
to
be
able
to
build
a
list.
I
think
you
can
build
that
list
very
quickly.
A
A
B
Have
you
ever
I
mean,
maybe
that's
different,
because
you
guys
have
you
have
been
remote
for
so
long,
but
I
mean
I
would
miss
going
into
the
office
like
it's
their
way.
Let's
say
you
have
a
company
that
wants
to
explore
all
the
benefits
like
they're.
The
added
need
for
structure
that
will
make
us
more
efficient
going
forward,
but
still
like
no
I
will
miss
my
co-workers
and
the
nice
vibe
in
the
office.
Yeah.
A
B
A
Want
to
work
everyday
in
a
co-working
space
they
totally
can
and
we'll
reimburse
that
all
we
say
is
that
you
can't
come
into
an
office,
but
we
now
I've.
Actually,
there
were
people
on
my
team
that
were
that,
absolutely
loved
the
office
and
joined
get
lab,
not
because
we
were
all
remote,
but
actually
in
spite
of
it,
and
they
assumed
that
one
of
the
things
they
were
going
to
have
to
work
out
personally
is
how
do
I
get
over
the
fact
that
I
love
going
into
the
office
I
don't
have
these
opportunities
and
within.
B
A
Month,
she's
one
person
in
particular
said
I'm,
a
total
convert,
there's
no
way.
I
could
ever
work
back
in
an
office
again
I've
saved
so
much
money
by
not
having
to
buy
all
of
these
expensive
clothes
that
I
usually
need
to
go
into
the
office.
So
what
I
thought
was
going
to
happen
actually
didn't
and
I
think
why
that
is
is
get
lab
is
very
intentional
about
informal
communication.
So
informal
communication
is
what
you
probably
love
about
going
to
running
into
someone
catching
up
about
the
weekend.
Talking
about
what
they
are.
A
Gonna
do
for
holiday
plans,
things
like
that.
All
of
that
can
happen
over
a
zoom
call.
All
of
that
can
happen
over
a
phone
call.
All
of
these
mechanisms
that
we've
put
in
place
and
I'll
put
a
link
to
this
in
the
YouTube
description,
but
we
employ
mechanisms
we
work
really
hard
to
give
people
opportunity
to
connect
with
each
other
in
and
outside
of
work,
and
we
also
really
value
in
person
interactions.
A
So
a
lot
of
people
have
this
concept
that
if
you
go
I'll
remote,
none
of
your
colleagues
will
ever
see
each
other
in
person
again.
I
can't
even
stand
the
thought
of
that
we
actually
get
everyone.
The
entire
company,
together
every
9
to
12
months,
forget
lab
contribute,
which
is
an
unconference.
We
have
a
opening
keynote
closing
keynote
and
then
everything
in
between
is
just
excursions
and
opportunity
for
people
to
bond
and
connect.
We
also
send
in
smaller
teams
to
sales
of
its
marketing
events,
conferences,
meetups
things
like
that.
We
get
people
together.
A
As
often
as
we
can.
We
have
a
visiting
grant.
We
will
partially
reimburse
travel
if
one
team
member
wants
to
travel
anywhere
else
in
the
world
and
visit
other
team
members.
We've
actually
had
a
few
people
who
travel
across
six
continents
just
crazy
just
around
the
world
trip
to
visit
as
many
people
as
they
could
and
just
kind
of
keep
the
tab
running.
We
love
to
encourage
that
and
then
for
holiday
parties.
We
give
everyone
a
stipend,
so
they
can
travel
or
get
together
with
people
close
to
each
other
and
specific
regions
of
the
world.
A
There
are
ways
to
do
it
and
I
think
if
you
just
look
at
everything
as
a
promo
nakhon,
if
you
really
really
really
love
going
into
the
office
more
than
the
expense
of
commuting
more
than
what
it
costs
you,
then
maybe
a
co-located
role
really
is
best
for
you.
But
if
it's,
if
you
look
at
the
pros
and
cons-
and
you
say
you
know-
I
really
value
being
able
to
live
and
work,
we're
in
a
place
that
makes
me
most
fulfilled,
I
love
being
able
to
be
a
stay-at-home
parent
or
a
stay-at-home
caregiver
or
I'm.
A
A
military
spouse
and
my
spouse
has
to
move
every
two
to
four
years
and
I
don't
want
to
have
to
restart
my
career
every
two
to
four
years.
These
are
the
types
of
people
where
remote
is
ideally
suited
for
them
and
as
a
recruiting
team,
it
opens
up
your
pipeline
in
a
huge
way
where
you
don't
have
to
try
to
find
the
talent
in
a
very
specific
region
or
recruit
them
to
come
there.
And
then
the
last
thing
I'll
say
on
this
is
a
lot
of
companies
say:
it'll
we're
not
remote.
A
We
can't
go
remote,
but
then
they
have
more
than
one
office.
So
if
you
have
an
office
in
Seattle
and
then
you
have
an
office
in
Singapore
or
in
the
world
whether
you
like
it
or
not,
you
are
remote.
You
have
colleagues
that
are
remote
to
one
another,
massive
time
zones
between
them.
They
don't
get
together
in
person
every
day.
They
have
to
have
some
sort
of
digital
method
of
communication,
you're,
probably
already
in
acting
a
lot
of
remote
policies,
and
you
have
a
remote
infrastructure
without
actually
thinking
about
it.
A
B
And
then
what
you
see
now
that
it's
like
your
theorem
ending
with
like
finding
different
ways-
and
it
seems,
like
you,
mean
you're
learning
and
then
about
so
people,
can
travel
and
meet
people
that
are
the
closest
for
holidays
and
but
how
do
you
in
I
don't
know
who
said
of
the
the
guidelines
or
that
the
strategy
for
continuing
this
your
journey?
But
how
do
you
keep
keep
improving
like?
B
A
A
lot
of
it
comes
back
to
empowerment.
We
will
empower
anyone
in
the
company
to
think
about
these
things.
We
encourage
anyone
of
the
company
to
take
a
look
at
our
informal
communication
guidelines.
Our
visiting
grant
our
holiday
party
grant
all
of
that
and
think
about
ways
that
they
can
make
these
better.
A
In
fact,
just
this
year
we
had
someone
on
the
get
lab
team
put
forth
a
merge
request
to
double
the
budget
of
the
holiday
party
budget
because
they
were
doing
the
math
and
they
were
saying
the
people
we
want
to
get
people
that
are
relatively
close
to
each
other.
Northwest
is
a
good
example
on
the
Seattle
Portland
Oregon
area
in
the
US.
We
want
to
be
able
to
get
people
together,
but
with
only
this
budget,
it's
not
really
possible,
and
this
might
be
our
only
time
to
get
together
for
the
whole
year.
B
A
So
there
are
some
fun
quirky
ways
to
build
bonds
amongst
teams
that
are
actually
only
possible
remotely
in
terms
of
in
terms
of
continually
improving
and
something
that
needs
to
be
woven
into
the
fabric
of
the
company.
If
it's
one
person's
responsibility,
it
becomes
really
tough
for
that
person
to
have
the
full
purview
of
the
company
of
how
do
we
make
this
better?
If
you
empower
everyone
to
do
it,
you
get
more
ideas.
I
mean
this
is
the
concept
of
beta
testing
a
product.
A
If
you
have
your
own
team
testing
a
certain
piece
of
software,
they
may
think
of
some
things
to
improve
before
they
ship
it,
but
if
you
ship
it
to
thousands
of
beta
testers,
you're
going
to
get
so
much
feedback,
so
many
amazing
ideas
that
you
didn't
even
think
to
test
and
honestly
culture
can
work.
Similarly,
where
you
let
everyone
beta
test
culture,
bring
their
ideas
to
the
table
and
then,
through
the
correct
process,
kind
of
figure
out
what
gets
built
upon
I'll.
Give
you
one
good
example.
So
I
was
a
good
lab.
A
Didn't
get
this
new
hire
orientation
feel
that
I
had
experienced
before
in
a
co-located
space
where
I
showed
up
in
the
lobby
with
30
other
people,
and
even
though
we
worked
in
disparate
areas
of
the
company,
we
were
but
tore
the
building
together
and
commiserate.
It's
worth
build
bonds
that
will
last
throughout
our
time
here
at
the
company
that
didn't
really
exist
here
and
I
got
to
thinking
about
that.
We
have
a
slide
channel,
that's
devoted
to
announcing
all
of
the
new
team
members
on
a
week
to
week
basis
and
I
thought
you
know
what.
A
If
we
made
an
iteration
to
the
onboarding
buddy
page,
where
me
as
a
buddy,
would
suggest
to
a
new
hire
hey
if
you
want
that
more
social,
conventional
new
hire
orientation
just
put
out
a
call
in
the
new
lab
or
try
to
get
together
gather
a
student
call,
maybe
do
a
couple
of
them
a
week,
get
everybody
that
was
new
in
your
week,
together
for
a
Zune
calling
learn
about
what
they
like
to
do.
What
are
their
hobbies?
What
are
their
struggles
in
the
first
week
of
work?
What
are
some
cool
things
they
learned
about?
A
Get
that,
but
maybe
somebody
else
didn't
know
in
this
wood
to
the
best.
We
can
replicate
that
new
hire
orientation
experience.
So
we
were
able
to
put
that
forth
in
our
people
team
members
that
and
that
that
is
now
one
of
the
requirements
of
being
an
onboarding
buddy
buddy.
So
that
was
someone
that
was
only
two
weeks
into
the
job,
but
had
a
great
idea
of
how
we
could
continue
to
improve
and
build
culture
and
build
bonds.
A
And
it's
because
this
person
had
a
voice
at
two
weeks
that
that
change
was
made,
because
me
I'm
months
into
the
role
I'm
well
past,
that,
like
I'm,
never
going
to
stop
and
think
about
how
I
can
make
that
element
better.
You
need
someone,
that's
in
it
to
think
about
it
and
put
forth
the
proposal,
how
to
make
it
better.
A
B
A
So
probably
won't
surprise
you,
but
we
actually
have
a
handbook
section
on
how
to
make
a
company-wide
announcement,
so
anything
and
everything
even
something
as
mundane
as
how
do
you
make
a
company-wide
announcement
so
generally,
what
we'll
do
is
once
a
merge
request
has
been
accepted
and
it
has
been
applied
and
it
will
impact
a
broad
swath
of
the
company.
We
encourage
people
to
jump
on
the
company
call.
We
have
a
company
call
four
days
a
week,
make.
A
A
A
So
Monday
through
Thursday,
we
have
a
30-minute
call
and
we
do
things
like
announcing
promotions
raises
discretionary
bonuses
as
well
as
kind
of
general
things
that
are
changing.
That
onboarding
buddy
was
a
good
one.
So
henceforth,
if
you
were
an
onboarding
buddy
heads
up
that
there's
a
new
requirement,
here's
the
merge
request
with
the
details
of
why
it
changed
and
make
sure
you
ask
your
new
on
or
your
new
hires.
If
they
want
that,
and
if
you
can
facilitate
that.
Okay.
A
Yeah
I
mean
it's
it's,
but
you
know
if
people
don't
have
an
office
to
go
into
without
these
kind
of
standing
opportunities
to
see
each
other's
faces,
you
do
risk
kind
of
losing
that
culture
and
losing
that
face
to
face
bond
and
look
we
don't.
We
don't
always
have
a
hundred
percent
attendance
on
those
calls.
But
if
you
can't
make
them,
we
have
a
company
called
agenda,
a
Google
Doc
attached,
every
single
call
and
that
so
you
can
read
that
and
sort
of
participate.
Asynchronously.
A
B
A
B
A
It's
just
not
practical
to
join
those
calls
four
times
a
week
on
people,
but
by
being
able
to
open
that
Google
Doc
and
see
what
people
announced
on
the
call
and
just
read
that
on
your
own
time.
It's
massive
because
you're
able
to
stay
plugged
into
the
company
that
way
when
you
do
attend
their
company
call
live
if
you're
fully
up
to
speed,
and
you
feel
like
you've,
heard
and
seen
everything
that's
been
announced
up
until
that
point.
A
B
A
Designing
an
effective
workspace
for
them
in
their
home
is
something
that's
completely
foreign
to
them.
So
we
have
workspace
pages
where
people
are
are
able
to
put
forth
suggestions
on
what
works
well
for
them,
and
we
have
a
remote
channel
where
people
can
ask
seasoned
veterans
of
remote
how
to
do
this
if
it's
something
that's
new
to
them,
having
as
many
support
systems
as
you
can
is
vital,.
B
Okay,
I
was
actually
gonna.
Ask
you
about
that.
So
thank
you
for
asking.
You
know
how
during
it
it's
like
about
what
you
guys
see
like
what
are
your
challenges
like
right
now
and
like
continuing
this,
because
it
is
like
things
get
more
difficult,
at
least
like
from
my
experience
like
with
the
scale
it's
like
the
wall
was
a
small
problem
became
a
big
problem.
So,
yes,
you
weight.
A
Much
it's
interesting.
All
remote
companies
buy
and
Laura
to
scale
much
better
than
co-located
spaces,
because
you
don't
have
the
things
like
the
office
changes
and
when
you
have
thousand
people
are
documenting
solutions
versus
in
all
following
the
three
or
four.
Obviously,
it's
much
easier
to
scale
the
complete
knowledge,
basically.
B
A
It
scales
much
better,
practically
speaking,
but
I
do
know
what
you
mean
if
you
bring
people
into
the
organization
in
a
rapid
pace
and
you
don't
give
them
permission
to
drop
the
organizational
baggage
that
they
may
be
bringing
from
their
last
company,
you
risk
them
not
giving
themselves
permission
to
truly
do
things
different
in
a
remote
environment.
So.
A
A
Onboarding
for
us,
we
are
very
diligent
about
onboarding.
We
have
an
issue
that
has
200
tasks
which
looks
daunting,
but
we
would
rather
have
the
information
there
for
you
to
consume
and
go
through
at
your
own
time
versus
giving
you
two
or
three
things
to
do,
and
then
it's
just
kind
of
like
choose-your-own-adventure
to
figure
it
out.
As
you
go,
that's
how
most
companies
on
board,
which
is
a
really
inefficient
and
poor
way
to
on
board.
A
It,
doesn't
really
give
you
the
the
most
confidence
that
the
company
cares
about
your
long
term
investment
when
it's
like.
Oh
here,
are
two
or
three
things,
and
you
know
we're
just
going
to
put
you
into
whatever
fire
is
currently
burning,
like
figure
it
out
as
you
go,
so
we
try
to
do
be
as
deliberate
as
possible
when
it
comes
to
onboarding
information
and
when.
B
A
To
check
yeah
that
sounds
super
rudimentary.
It
takes
to
ambiguity
out
of
it,
and
so
your
manager
is
able
to
look
at
your
onboarding
issue
and
say,
like
oh
I,
see
that
you
haven't
done
these
four
things.
I
think
I
can
help
with
on
that,
instead
of
in
a
co-located
space,
it's
like.
Oh,
the
person
has
been
here
two
weeks,
surely
they're
onboarding
and
when
you
look
at
them,
there's
a
big
smile
on
the
face,
and
you
think
oh
they're,
on
Rhoda
they're
happy
with
like
internally
they're
completely
anxious.
A
They
have
no
idea
what's
going
on,
and
so
it's
not
it's
not
super
easy
to
read
people
I
mean
it's.
You
think
you
know
because
you're
sitting
beside
them,
but
really
you
may
not,
and
so
by
being
very
deliberate
about
the
onboarding
issue
and
having
those
tasks
arranged
in
that
way.
It's
super
clear
whether
someone
needs
help
on
something,
and
we
would
just
rather
it
be
deliberate
than
not.
B
One
of
the
biggest
learnings
I've
had
after
reading
up
on
remote
work
is
that
someone
said
actually
creating
structures
that
enable
remote
work.
It's
if
you
do
that.
It's
gonna
benefit
everyone,
so
that
you
know
what
you
say
about
being
a
meticulous
about
onboarding
I
mean
that
is
not
only
something
valuable
for
a
remote
worker,
that's
valuable
for
any
type
of
worker.
So
exactly
having
that,
in
my
mind,
gives
it
so
much
more
value
completely.
A
Look
remote
being
fully
remote
forces
you
to
do
everything
that
you
should
do
in
a
co-located
company,
but
you
have
to
do
it
much
earlier
and
much
more
meticulously,
much
better
because
you
can't
get
away
with
using
the
band-aid
of
just
meetings
and
meetings
and
meetings
and
sort
of
word-of-mouth
like
tapping
someone
on
the
shoulder
and
asking
them
something
that
should
have
been
documented
two
years
ago.
So
a
lot
of
what
I'm
saying
should
be
applied
in
co-located
companies
being
adherent
to
documentation
and
processes
would
also
serve
a
co-located
company.
A
I
mean
look,
remote
work
isn't
suited
for
every
company
if
you're,
if
you're,
building
hardware
like
Tesla,
for
example,
if
you're
building
vehicles
currently
right
now,
it's
very
it
would
be
difficult
to
conceive
that
company
working
remotely.
Now
we
may
get
to
a
place
where
surgical
robots
are
things
so
in
theory,
you
can
operate.
A
Get
to
the
point
where
vehicles
can
do
that
too,
but
currently
anything
involving
hardware
and
manufacturing
very
difficult
to
do
remotely,
but
if
your
outputs
are
primarily
digital,
you
have
knowledge
workers,
people
show
up
in
an
office
open
a
computer
and
stare
at
it
all
day.
That's
a
telltale
sign
that
your
company
can
be
remote,
but
a
lot
of
what
makes
a
remote
company
work
well
should
be
done
at
a
co-located
space
as
well.
So
it's.
B
Then,
looking
into
the
future
this
so
we've
seen
agile
it,
it
came
and
it
conquered
a
lot
of
people's
minds
and
now
that
way
of
working,
like
short
iterations
learn
fast,
has
now
reached,
like
even
the
more
like
slower
moving
industries.
So
as
we
now
see
that
remote
is
now
becoming
like
more
and
more
and
top
of
mine,
what
would
you
say?
Is
that
thing?
After
a
most,
what.
A
Have
just
now
implemented
our
first
internship
policy
years
after
the
company's
inception,
so
it's
been
difficult
to
hire
junior
staff
because
a
lot
of
junior
staff
wouldn't
have
the
experience
being
a
manager
of
one,
and
you
need
a
certain
amount
of
scale
to
devote
people
within
the
company
to
mentoring
them
to
teach
them
those
things.
So
my
hope
is
that
educational
institutions
begin
to
explore
and
teach
the
manager
of
one
mentality.
A
A
What
can
be
manager
of
one
is
a
sub
you
get
well
and
it
encompasses
many
things.
It
is
it's
being
self-aware
to
understand
when
you
need
help
to
understand
that
you
need
to
reach
out
and
ask
for
help.
If
you
need
it,
because
people
can't
see
you
in
an
office,
they
come
over
to
you
and
see
it,
but
it
also
has
its.
It
has
its
roots
in
autonomy
and
empowerment,
which
is
we
don't
expect
you
to
clock
into
and
out
of
an
office
in
a
certain
time
frame.
A
If
you
can
get
your
job
done,
you
can
do
it
at
any
cadence.
You
want
work
for
a
couple
of
hours,
go
for
a
hike,
come
back
at
night
and
work
through
dinner.
Whatever
whatever
suits
you,
you
can
be
a
manager
of
your
own
time.
It
even
applies
to
things
like
meetings,
so,
for
example,
if
there's
an
hour-long
meeting,
multiple
people
are
talking.
You
give
your
spiel
at
the
beginning,
but
then
you
just
want
to
kind
of
keep
it
on.
In
the
background,
just
in
case,
something
is
useful
to
you.
A
It's
totally
okay
for
you
to
just
check
out
of
the
meeting
like
you
can
be
looking
at
another
screen
working
on
some
other
project
and
then,
if
you
kind
of
hear
your
name,
it's
okay,
to
ask
someone
hey.
Could
you
repeat
that
you
know
I
was
on
the
call,
but
I'm
not
I'm,
not
here
I'm
managing
my
own
time
totally
fine.
So
in
it
it
impacts
all
levels
of
what
we
expect
get
lappers.
It
self.
A
That
people
are
going
to
manage
their
days,
however,
they
they
need
to.
They
don't
have
to
ask
anyone.
So
that's
what
I
mean
about
junior
staff
and
interns
at
a
junior
level?
Sometimes
it's
difficult
to
understand
what
that
even
means.
You
need
some
amount
of
life
experience
to
even
understand
what
that
could
look
like
and
to
compartmentalize.
Okay,
this
is
life.
It's
happening
now
and
I'm
gonna
come
back
to
work
and
if
I
got
sidetracked
by
life
again,
this
is
how
I'll
I'll
figure
it
out
without
having
to
consult
a
manager
every
single
time.
A
They
were
all
local,
so
they
were
all
in
co-located
spaces
that
were
relatively
close
to
the
university
I
would
love
to
programs
for
embracing
remote
work
and
what
actually
helped
university
students
find
remote
opportunities,
not
necessarily
look
at
whatever
is
in
their
backyard,
so
I
don't
think
we're
there
yet,
but
I
think
with
the
proliferation
of
online
universities
and
online
education,
hopefully
were
closer
than
we
are
than
we
have
been
in
the
past.
I
think
AR
and
VR
has
a
big
potential
to
enable
more
remote
companies.
B
A
A
A
Be
in
that
next
wave
of
enabling
a
broader
swath
companies
I
think
the
last
big
revolution
is
going
to
be
a
more
global
default
to
asynchronous
communication.
For
many
many
years
now,
we've
defaulted
to
synchronous
communication.
We
want
people
in
the
office
from
a
certain
hour
until
a
certain
hour
and
the
reason
we
want
that
is
so
that
they
can
sync
up
and
be
in
the
same
time
zone
in
the
same
meetings
in
theory
to
create
efficiencies.
Now.
A
Evolved
as
a
society
on
how
we
work
so
gay
lab
is
fully
asynchronous.
We
don't
even
try
to
lock
for
certain
time
zones
now
granted
time
zones
are
the
bane
of
our
existence
and
we
have
to
work
really
hard
to
overcome
them,
but
it
helps
us
make
get
lab
the
product
much
better,
because
we
have
to
design
it
in
a
way.
A
Where
can
move
projects
forward
in
an
asynchronous
fashion,
and
people
can
have
a
discussion
board,
so
they
can
put
forth
their
ideas,
assuming
that
no
one
else
is
online
and
then,
when
the
rest
of
their
team
wakes
up,
they
can
look
at
what
was
there
understand
the
context
and
then
move
the
project
forward.
So
it
helps
that
we
are
building
a
product
that
enables
I
sake
and
helps
us
to
continue
to
iterate
on
that
product
to
make
it
more
async
friendly.
Nothing.
A
Overall,
that's
going
to
be
a
big
thing,
especially
even
in
kind
of
located
companies
that
have
multiple
headquarters,
embracing
asynchronous
of
figuring
out
a
way
to
do
asynchronous
well
as
a
much
more
efficient
way
to
do
it
long
term
than
forcing
someone
to
get
up
at
2:30.
In
the
morning
to
be
on
a
meeting
yeah,
this.
A
B
A
B
A
Ourselves
to
try
to
figure
out
solutions,
asynchronously
and
then
only
as
a
last
resort.
If
we
go
to
a
meeting,
it
was
obvious
that
you're
going
to
go
rapidly
back
and
forth
on
something
three
or
five
times.
Sometimes
in
those
cases,
it
does
make
sense
to
have
a
synchronous
meeting,
in
which
case
we
try
to
get
the
fewest
people
as
necessary
so
that
it
inconveniences
the
fewest
people
necessary
and
then,
of
course,
even
in
that
synchronous
meeting,
we
document
so
as
each
person
is
talking,
the
other
person
is
note-taking.
Therefore,
even.
B
A
That
you
can
put
forth
the
notes
from
that
meeting
and
it's
as
if
anyone
that
had
to
participate
asynchronously
essentially
was
there.
The
danger
is:
oh,
let's
just
have
a
quick
15-minute
chat,
we're
not
going
to
document
it,
because
you
know
nothing
major
is
going
to
come
of
it.
Everything
is
major,
like
everything
needs
to
be
documented.