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From YouTube: All-Remote Group Conversation (Public Stream)
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A
Awesome
thanks
all
for
joining
today's
all
remote
group
conversation.
We
appreciate
you
taking
time
to
join
the
slides,
are
in
the
agenda
doc
as
well
as
the
what's
happening
channel.
So
we
will
dive
into
questions,
looks
like
jamie.
Rachel
has
the
first
one,
and
currently
the
only
one.
So
if
anybody
is
joining,
you
want
to
ask
a
question
feel
free
to
document
under
that
or
verbalize,
and
we
can
document
after
the
fact
jamie
are
you
here.
A
A
So
I'll
start
with
this
looking
for
ways
to
implement
our
sub
values
is
where
I
would
start.
Our
sub
values
are
fascinating.
Our
values
are
words.
You've
probably
heard
before
things
like
collaboration,
iteration
results,
but
the
truth
is
those
words
can
mean
different
things
to
different
people
and
what
is
very
special
about
get
lab.
Is
we
have
sub
values
which
act
as
substantiators
that
really
spell
out
in
granular
detail
what
we
mean
by
iteration
and
collaboration,
so
there's
very.
A
We
we
do
all
of
that
work
for
you
and
it's
it's
grown
over
the
time
that
I've
been
here.
Look
at
those
sub
values.
Some
of
them
are
incredibly
profound
short,
toes,
no
ego,
blameless
problem.
Solving
everything
is
in
draft
those
give
you
actionable
ways
to
go
about
your
day-to-day
and
how
you
approach
your
work.
I
really
love
short
toes.
A
No
one
can
step
on
anyone's
toes
because
we
all
have
short
toes
that
creates
a
psychologically
safe
atmosphere
where
everyone
can
contribute,
so
I
would
say,
dig
into
the
values
I
reference
them
every
single
day
in
every
work
decision
that
I
make
and
a
lot
of
the
values
specifically
tell
you
how
to
unlearn
some
of
the
corporate
norms.
Short
toes
is
a
great
one.
I'm
sure
you've
been
in
a
corporate
environment
where
you'll
hear
someone
say
swim
in
your
own
lane,
or
this
isn't
your
department
make
sure
you
stay
over.
A
There
short
toes
goes
exactly
counter
to
that,
and
that
is
exactly
what
we
hope
to
achieve
I'll
also
say:
check
out
public
slack
channels,
issues
and
epics
watch
people
work.
I
was
fascinated
when
I
joined
the
company
that
I
could
just
peek
my
head
into
any
other
department
and
see
how
they
were
working
and,
I
would
say,
pay
close
attention
to
the
thanks
channel
and
what
values
are
lived
out
in
discretionary
bonuses.
So
our
team
member
updates,
channel
you'll,
see
discretionary
bonuses
being
handed
out.
A
Every
single
week
pay
attention
to
what
values
people
were
nominated
for.
It
usually
gives
you
some
indication
of
how
a
value
was
lived
out,
and
I
found
it
pretty
easy
to
reverse
engineer
when
I
saw
other
people
living
out
those
values.
So
once
you
get
on
that,
you'll
become
the
reverse
engineer
for
people
who
will
join
after
you.
I'd
also
say:
develop
a
reflexive
instinct
to
old
ways.
A
So
if
you
catch
yourself
defaulting
to
a
meeting
or
any
other
old
corporate
norm,
that
should
act
as
a
trigger
to
question
it
and
reference
the
handbook
or
ask
someone
else.
Is
there
a
different
way
or
an
elevated
way
to
approach
this,
and
the
last
thing
that
I'll
mention
here
is
be
the
change
you
want
to
see.
A
So,
for
example,
it's
a
little
awkward.
When
I
remind
people
in
a
slack
channel
to
not
use
at
here
or
at
channel
or
to
continue
conversations
in
a
thread
instead
of
just
right
under
each
other,
but
this
is
in
our
handbook.
These
are
our
communication
guidelines
and
they're
there
so
that
it's
easier
to
communicate
and
there's
an
understood
way
to
do
it
and
really
it's
the
the
only
way.
People
learn-
and
I
see.
B
Yeah,
as
I
was
listening,
I
was
also
just
thinking
it's
good
to
give
it
time.
You
know
you.
This
is
a
strong
culture
here,
and
a
lot
of
us
came
from
strong
cultures
and
it
does
take
time
to
sort
of
shift
your
ways
of
working
ways
of
thinking.
But
what
is
wonderful
about
this
particular
team
is
that
people
will
actively
guide
you,
so
you
don't
have
to
you
know
fit
in
right
away
or
change
yourself
more.
B
Give
yourself
the
time
and
space
to
observe,
to
learn
to
challenge
yourself
and
trust
that
your
team
members
will
help
you
and
support
you
and
guide
you.
I
think,
that's
a
very
important
part
of
the
culture
here.
That
has
been
extremely
helpful
for
me.
So
yeah
give
yourself
the
time
and
let
it
sink
in.
E
Do
as
more
companies
go
remote,
I'm
seeing
more
products
that
offer
employee
monitoring.
Just
this
morning,
I
got
an
email
from
a
vendor
wanting
me
to
talk
to
them
about
monitoring,
gitlab's
employees,
which
obviously
I
didn't
even
open.
I've
also
heard
companies
talk
about
how
uncomfortable
it
is
not
to
know
what
their
employees
are
doing,
and
so
I've
talked
to
them
about.
You
know
you
gotta
trust
people
and
look
at
results,
but
this
seems
like
a
really
big
problem.
E
I
see
why
this
idea
might
be
appealing
to
companies
who
that
are
not
used
to
working
in
this
way.
At
the
same
time,
it's
toxic
and
I
feel
like
we
are
really
well
positioned
to
help
shape
a
story
around
why
this
is
not
a
good
idea.
So
I'm
curious.
What
are
we
doing
on
this
front?.
A
Yeah,
I
love
that
well
articulated.
We
are
in
the
the
beginnings
of
creating
the
de
facto
remote
playbook.
So
for
those
who
have
been
here
for
a
year,
we
did
a
remote
playbook.
Last
year
it
was
an
mvc,
a
quick
iteration,
bundling
up
all
of
the
all
remote
guides
that
we
had
and
essentially
laying
it
out
as
one
key
pdf
asset
that
essentially
collected
all
of
gitlab's
proven
principles
on
how
to
work
remotely.
A
But
this
year
we
have
this
massive
opportunity
not
to
just
write,
get
labs
remote
playbook,
but
the
remote
playbook
by
gitlab
and
there's
a
big
difference
between
the
two.
We
have
earned
the
authority
in
the
space
to
show
the
world
how
to
do
this
and
to
some
degree
we
feel
a
responsibility
to
do
that.
So
what
are
we
doing
right
now?
A
I'm
in
panels
interviews,
webinars
talking
with
academics,
building
case
studies
with
some
of
the
top
universities
in
the
world
every
single
day,
and
this
question
comes
up
a
lot
and
what
I
am
doing
is
pulling
out
pieces
of
the
handbook
and
showing
how
get
lab
focuses
on
results.
It's
not
about
the
time
that
you
spend.
It's
all
about
the
results
and
for
me
I
try
to
boil
it
down
to
a
boring
solution.
I'll
ask
a
manager.
A
How
did
you
know
someone
was
working
in
the
office
if
you
were
just
looking
at
them
and
assuming
they
were
working
that
wasn't
a
good
approach
to
begin
with,
so
really
the
manager
and
the
direct
need
to
both
be
able
to
have
clarity
on
what
does
success?
Look
like
look
like
it's
really
as
simple
as
that,
and
so
the
message
that
I'm
giving
leaders
who
are
transitioning
is
ask
your
team
that
question.
A
What
does
success
look
like
and
if
both
sides
can't
answer
that
and
you
have
to
go
back
to
the
drawing
board
and
actually
figure
out
what
metrics
you
want
to
measure,
but
the
real
shake
up
here
is
once
those
metrics
are
defined.
A
lot
of
organizations
are
not
so
comfortable
letting
their
direct
reports
say
here
are
the
tools,
technologies
and
communication
workflows.
I
need
to
achieve
that
goal.
It
removes
a
lot
of
the
subjectivity,
and
this
is
a
bit
of
an
uncomfortable
conversation
where
the
the
power
is
shifting
more
towards
the
people.
A
A
You
just
have
to
be
open
to
feedback,
and
let
your
people
come
to
you
and
tell
you
what
they
need
you
to
unblock
for
them
and,
if
they're
coming
to
you
and
you
create
a
psychologically
safe
atmosphere
where
they
can
tell
you
what
they
need
unblock
and
then
you
as
a
manager
will
unblock
them
and
let
them
run
really
fast.
That's
the
ideal
utopian
state,
but
a
lot
of
companies
have
a
long
way
to
go
to
get
there
and
especially
if
their
default
is
to
think
about
monitoring.
A
E
I
would
love
to
see
us
have
an
article
or
something
where
we
really
talk
about
this,
because
I've
seen
articles
talking
about
the
the
shift
towards
this,
but
I
haven't
seen
anybody
come
out
and
really
say
like
hey.
This
is
a
bad
idea.
Here's
why
here's
all
the
things
you
just
talked
about:
here's
how
you
can
do
it
differently
and
I
think
that
could
have
a
really
meaningful
impact
on
work.
Culture.
A
I
will
say
I
think
there
is
a
slide
in
the
deck
last
june
we
were
interviewed
by
cnbc,
along
with
maybe
10
other
people,
and
the
context
of
that
interview
was
they
wanted
to
get
the
full
spectrum
of
where
people
landed
on
employee
monitoring
or
not.
So
there
were
some
people
on
that,
video
that
actually
sold
the
employee
monitoring
services
and
they
gave
all
the
reasons
why
and
then
they
talked
to
me.
A
So
I
do
have
a
moment
in
that
video,
where
it's
like
the
get
lab
approach
seems
vastly
different
to
that
and
at
last
count
that
cnbc
video
had
over
700
000
views
on
youtube.
So
that's
a
that's
a
great
start
and
we
can
link
that
here
in
the
agenda,
but
I
totally
agree
with
with
that,
and
this
is
something
that
I'll
take
to
our
external
comms
team
and
I
think
we
can
run
with
it.
A
Zach
see
you're
typing
there
did
you
want
to
add
anything
on
this
question
before
we
jump
to
the
next.
D
Yeah
sure,
I
think
one
of
the
things
that
we
do
really
well
is
talking
about
the
difficult
and
the
hard
things
about
working
remote
and
not
just
the
positive,
and
I
think
in
terms
of
where
this
question
originated.
I
think
you
can
also
advocate
that
people
may
actually
work
longer
or
harder
being
remote,
whether
that's
the
fact
that
you
have
more
opportunity.
You're
home,
maybe
you're,
working
a
12-hour
day,
seven
to
seven
and
doing
things
in
the
middle
of
your
day,
but
because
of
that
flexibility
and
opportunity,
that's
provided
through
remote
work.
A
D
E
I've
gotten
to
bring
that
up
the
point
that
I've
made
is
we
have
the
opposite
problem
of
what
companies
think
they're
going
to
have
in
which
we
are
actively
encouraging
people
not
to
overwork,
because
that
is
more
of
the
tendency
when
people
go
remote
and
then
that's
our
responsibility
to
them
as
leaders
to
say,
hey,
look,
I
see
how
productive
you
are.
That's
awesome.
You
have
to
take
care
of
yourself.
A
Yeah
for
sure-
and
I
linked-
we
have
a
handbook
page
on
the
non-linear
workday
zach,
and
I
have
to
continually
remind
myself
that
this
is
somewhat
of
a
understood
principle
here,
but
for
many
people
it
is
a
completely
foreign
concept
that
you
could
just
disappear
for
hours
and
a
day
and
rearrange
your
day
and
still
be
productive
for
many
people.
The
default
of
that
is
that
is
the
definition
of
slacking
off,
instead
of
the
definition
of
ultimate
productivity
and
flexibility.
A
A
B
I'm
going
to
jump
in
and
just
say:
we
released
a
report
this
week,
actually
where
we
started
talking
to
people
who
are
working
remotely
around
the
world
and
asking
them
what
they're
doing
how
they're
designing
their
work
life
and
a
lot
of
people
came
back
with
this
question
of,
like
I'm
working
too
hard,
I
don't
know
how
to
set
boundaries
between
my
work
and
life.
I
think
what
we've
noticed
between
from
from
last
year
to
this
year
is
that,
where,
last
year
the
conversation
about
remote
work
was,
can
people
do
it?
Can
they
be
productive?
B
Now
the
conversation
is
becoming.
Are
we
burning
ourselves
out,
and
I
think
that
that
is
something
we
can
really
really
dig
into,
because
it
is
affecting
everyone?
It's
global
and
now
we've
all
seen
it
firsthand.
So
I
think
that's
where
this
fits
in
employers
need
to
start
thinking
about
how
to
give
their
team
members
more
space
because,
ultimately
yeah
we
do
work
harder
when
we're
working
remotely,
and
it's
really
not
a
question
of
whether
people
are
working
at
all.
A
And
christy,
I
actually
just
looked
back
through
my
slides
and
actually
don't
see
that
cnbc
video,
so
my
apologies
there.
I
will
add
it
in
and
I'm
linking
it
now
in
the
agenda
doc.
It's
a
it's
a
few
minutes,
but
I
would
say,
take
a
look
at
that.
It
definitely
encompasses
the
global
conversation
on
it
and
and
you'll
notice
the
gitlab
section.
It
takes
a
hard
right
turn,
but
it's
it's
one.
You
want
to
root
for
awesome.
David
looks
like
you
have
the
next
question.
G
All
right,
so
I
know
that
you
talked
to
many
other
organizations
as
well,
either
to
help
them
with
with
questions
about
going
all
remote
or
to
learn
from
them
to
develop
new
synergies.
G
I'd
be
interested
to
know
which
other
organizations
you've
outside
of
gitlab
you
find
are
going
all
remote
in
what
you
would
think
of
a
remarkable
way
as
well,
and
also,
if
there's
anything,
that
we
can
learn
from
them.
A
Yeah,
this
is
a
great
question.
I
will
say
the
vast
majority
of
organizations
that
I've
seen
are
going
hybrid,
there's
a
small
list
of
those
that
I'm
aware
of
that
are
going
all
remote
most
of
the
ones.
I
know
that
are
going.
Aurora
mode
are
very
small.
A
skift
sk
ift
is
a
phenomenal
travel
publication,
but
they're
a
relatively
small
team.
They
had
an
office
in
new
york,
I'm
friends
with
the
editor
there,
and
he
was
talking
to
me
early
on
he
said
know.
A
I
think
we're
just
going
to
let
the
lease
expire
and
we'll
figure
out
how
to
do
this.
It's
a
lot
easier
for
a
smaller
team.
There's
a
lot
less
wheels
in
motion.
There's
a
lot
less
legacy
to
undo.
I
think
the
jury
is
still
out
on
on
companies
that
are
transitioning
all
remote
and
getting
completely
away
from
the
office,
but
I
will
say
what
I'm
really
encouraged
is
a
lot
of
companies
are
shifting
away
from
the
office
mentality.
A
So,
although
the
physical
office
space
may
continue
to
exist,
shopify
is
a
great
example
of
this
they're
calling
their
approach
digital
first.
I
think
it
is
and
they're
to
maintain
one
key
office,
but
I
suspect,
they'll
probably
just
turn
it
into
like
an
experiential
museum
where
they
hang
their
rewards
up.
It's
it's
less
about
where
work
gets
done.
A
That's
that's
pretty
cool.
I
think
if
they
can
pull
that
off
they're
already
a
public
company,
strong
growth,
strong
numbers,
but
they
were
very
co-located
and
they
hired
a
team
that
was
bought
into
that
culture
and
now
they're
shifting
that
culture
in
a
major
way.
So
I'm
excited
to
watch
them.
That's
that's
one
that
comes
to
mind.
We
also
have
a
transition
and
hybrid
remote
handbook
page
and
I'm
actively
tracking
companies
that
are
transitioning
to
hybrid,
and
I
have
a
section
there
on
blueprints
for
companies
that
are
doing
it.
A
Well,
so
that's
that's
more
hybrid.
As
I
get
more
companies
that
are
going
all
remote,
we
should
probably
have
a
blueprint
section
on
all
remote
hubspot
is.
A
Going
hybrid
and
they're
very
being
very
intentional
about
it,
but
the
intentionality
is
worth
praising
and
building
in
public
I've
been
very
encouraged
by
how
many
companies
are
building
in
public.
I
want
to
give
one
other
shout
out
to
dropbox
they're,
calling
their
approach
virtual
first
and
they're,
looking
at
the
organizational
design
principles
in
how
they
make
their
shift,
and
actually
our
handbook
was
made
better
by
some
of
their
early
virtual
first
principles.
A
I
was
reading
their
early
communication
guide
and
they
had
a
section
on
examples
of
things
to
say
when
you
want
to
decline
a
meeting
in
favor
of
async,
so
they
literally
gave
people
copy
and
pastable
nuggets
to
decline
a
meeting
in
favor
of
async.
I
thought
this
was
brilliant
because
it
shifts
the
burden
from
the
person
there's
no
awkward.
Spinning
of
what
is
this
person
going
to
think
if
I
decline
the
meeting
well,
they
see
it
as
a
personal
affront.
It
takes
all
of
that
aside
and
says.
A
C
Cool,
I
think
I
got
the
next
one
wore
my
jacket
just
for
this
meeting.
No
I'm
kidding,
but
I've
been.
D
B
E
C
I've
been
at
get
lab
for
about
nine
months
now
and
I
and
I
feel
like
using
the
tool
gitlab
to
work
remotely,
is
just
really
efficient,
using
issues
and
mrs
the
transparency,
the
collaboration
and
I'm
like
trying
to
struggle
how
other
all
remote
companies
you
work
remotely
without
using
gitlab.
So
I'm
curious,
I
mean,
have
you
seen,
organizations
purchasing
or
using
gitlab
to
manage
and
work
remotely
specifically.
A
I
don't
know
about
specifically,
but
I've
definitely
seen
companies
who
were
already
using
gitlab
for
the
conventional
things.
You
would
use
gitlab
for
eager
to
learn
how
to
use
more
of
it
in
new
ways.
So
we've
had
a
lot
of
existing
clients,
come
back
to
us,
either
our
sales
team
or
me
directly
and
say:
hey
we're
already
a
user
of
gitlab.
Now,
our
team's
all
remote.
I
think
I'll.
A
I
think
the
one
of
the
most
eye-opening
things
about
us
showing
people
how
we
use
get
lab
is
the
transparency
that
comes
along
with
it
and
that's
something
that
they
weren't
necessarily
seeking
when
they
asked
the
question,
but
once
they
see
it,
you
can't
ever
unsee
it
and
you
can't
ever
think
about
working
in
in
any
other
way
and
especially
for
chief
people
officers.
There's
this
present
question
right
now
on.
How
do
we
increase
belonging?
A
If
you
collaborate
in
a
tool,
that's
more
transparent,
it's
more
easy
to
see
how
others
are
working
and
what
they're
working
on
there's
a
lower
burden
to
entry
and
just
having
visibility.
You
just
feel
like
you
belong,
even
if
you
don't
do
anything
with
that.
If
you
don't
provide
any
feedback
or
input,
you
don't
switch
teams
just
knowing
that
it's
there,
knowing
that
you
can
get
there
creates
this
sense
of
calm
and
and
belonging.
A
So
that's
been
a
fun
conversation
to
have
and
I
think,
there's
a
lot
of
opportunity
there.
Last
year
we
did
spin
up
a
solutions,
page
specific
for
a
remote
team.
So
a
really
awesome,
video,
that's
embedded
in
that.
So
we
do
share
that
around
in
in
webinars
and
panels
and
things
of
that
nature,
but
yeah.
I
think
it's
a
huge
opportunity
now.
So
many
people
know
gitlab
for
our
organizational
design
now
so
many
people
instinctively
associate
the
word
remote
with
get
lab
and
inevitably
it's
going
to
deplete
over
into
our
product.
A
We
actually
have
an
okr
where
we
help
sales
conversations
where
we
can
just
to
provide
that
remote
input
and
whether
or
not
they
use
it
for
the
project
management
it
it's.
It's
still
useful
for
them
to
know
that
it
is
possible
and
it
gives
them
added
transparency
in
their
work.
H
Yeah,
I
was
just
wondering
your
thoughts
about
the
recent
salesforce
news
that
they
announced
they're
going
to
be
doing
is
a
standard
hybrid,
as
you
say,
which
seems
to
be
the
standard
approach
now
either
office,
half
office,
half
knot
or
full
remote.
H
But
what
was
interesting
to
me
is
that
I
found
that
as
part
of
that
announcement,
they
said
that
they're
going
fully
they're
going
to
offer
fully
remote,
but
they
also
they
declare
the
95
work
days
dead,
and
I
saw
actually
a
lot
of
negative
reaction
to
that
particular
piece,
because
that
meant
people
obviously
have
more
cynical.
Hats
on
which
I
can
understand
means
that
it's
not
nine
to
five.
So
it'll
be
like
nine
to
nine
or
nine
to
you
know,
x
or
worse.
H
A
D
A
D
A
If
you
expect
your
people
to
take
four
to
six
weeks
of
vacation
and
you
set
okrs
that
require
52
weeks
of
work.
What
do
you
think
is
going
to
happen
like
self
preservation
is
going
to
kick
in
and
they
will
end
up
working
52
weeks
you
have
to
you
have
to
leave
from
the
from
the
front
and
make
sure
that
you
set
the
stage
that
allows
people
to
do
that.
A
I
do
think
it's
a
concern
and
it's
something
that
we
definitely
want
to
approach
in
the
content
that
we
share
and
give
people
visibility
under
how
to
do
it.
Well,
so
they
don't
default
to
essentially
creating
a
bunch
of
burnout
thanks
for
the
time
check,
stephanie.
D
D
I'm
curious
the
opportunity
that
we
might
have
to
kind
of
bridge
the
all
remote
content
to
sales
leads
funnels,
and
I
say
that
with
the
caveat
of
ensuring
that
we
do
it
in
a
very
soft
approach
and
not
forceful
and
just
universally
say,
because
you
downloaded
remote
content,
we
want
to
sell
to
you.
I
think,
that's
important
to
say,
but
also
I
do
feel
like
there's
probably
some
opportunity
there
and
I
would
be
curious
from
your
jessica's
perspective.
What
that
opportunity
might
look
like.
A
And
then
jessica's
making
a
note
here,
she's
thought
deeply
about
this,
so
I'll
see
before
to
her.
What
we're
seeing
is
that,
although
we're
designing
this
for
awareness,
it's
great
content,
it's
highly
actionable.
It
is
exactly
the
thing
that
most
people
have
been
needing.
It
is
the
proverbial
oasis
in.
A
D
A
Solve
my
collaboration
problem
and
my
devops
problem
and
all
of
these
other
problems
so
without
us
even
categorizing
it
as
that
we're
getting
a
lot
of
halo
effect,
but
I
do
want
to
let
jessica
have
a
last
day
on
this.
B
Yeah
I'm
typing
furiously,
but
I'll
verbalize.
So
we've
been
having
a
lot
of
conversations
about
this
for
a
long
time
and
knowing
that
we
only
have
a
minute
left.
I
will
quickly
say
that
mostly
we
fit
in
at
the
top
of
the
funnel
awareness,
and
so
it
is
difficult
to
bridge
that
to
the
sales
funnel.
B
But
recently,
we've
been
seeing
more
of
an
opportunity
to
come
in
part
way
through
the
funnel,
where
you're
working
with
someone
already
and
they
want
to
know
more
about
remote
and
that's
where
we
are
happy
to
come
and
have
conversation,
help
build
a
relationship,
give
people
information
that
they
need,
and
that
is
exciting
for
us
to
be
part
of
the
process
of
just
building
a
good
relationship
with
someone.
So
I
think
that's
an
opportunity
to
think
about
in
the
future
and
we
can
see
how
to
sort
of
make
that
work.