►
From YouTube: WFH Show 2020 with GitLab Head of Remote, Darren Murph — Making remote work presentation and Q&A
Description
WFH Show 2020 with GitLab Head of Remote, Darren Murph — Making remote work presentation and Q&A
GitLab's free Remote Work Playbook: https://learn.gitlab.com/suddenlyremote
Learn more about Working From Home Show: https://workingfromhomeshow.vfairs.com/
Presentation was recorded July 2020
A
Okay,
hello,
everybody
and
welcome
to
the
uk's
first
virtual
working
from
home
show.
This
is
our
final
keynote
talk
for
day.
One
we've
got
loads,
more
content
lined
up
for
you
tomorrow.
So
please
do
take
a
look
at
the
agendas
and
log
back
on.
We've
also
got
all
our
exhibitors
in
the
exhibit
halls,
and
our
ask
the
expert
forum
where
you
can
pop
in
and
ask
any
burning
questions,
but
for
now
it
is
the
highlight
of
our
first
day.
A
So
his
talk
today
is
going
to
be
about
remaking
remote
work,
how
to
master
the
new
normal
before
we
get
started
a
couple
of
bits
of
housekeeping
if
you've
got
any
technical
difficulties
or
issues
pop
them
in
the
chat,
function
and
I'll
be
able
to
respond
to
them,
and
if
you've
got
a
question
you'd
like
to
put
to
darren,
then
you
can
use
the
q
a
facility
and
I'll
pop
back
up
at
the
end
and
we'll
put
your
questions
to
him
so
without
further
ado
darren
over
to
you.
Thank
you.
B
B
Earlier
this
year
we
published
the
remote
playbook
at
get
lab.
So
if
you're
not
familiar
with
gitlab,
we
have
300
people
in
more
than
65
countries
working
to
develop
a
devops
platform.
That's
delivered
as
a
single
application
and
to
be
clear,
we
have
no
company
owned
offices
anywhere
in
the
world
and
get
lab
has
been
all
remote
from
inception,
and
so
we
were
doing
this
years
ago.
B
So,
let's
start
with
a
reality.
Remote
work
is
not
a
challenge
to
overcome,
but
being
forced
into
a
foreign
environment
is,
and
I
suspect
that
many
of
you
joining
this
call
may
be
suddenly
remote,
so
you
were
once
commuting.
You
were
going
to
a
co-located
office
to
work
and
now
suddenly
without
any
preparation.
B
I
want
to
get
a
few
things
out
of
the
way.
First
off
this
isn't
remote.
There
is
a
very
big
difference
between
intentionally
designed
remote
work
and
crisis-induced
work
from
home.
So
we
want
to
make
sure
we
don't
conflate
the
two
and
I
want
to
forecast
what
remote
will
look
like
when
we're
not
in
the
midst
of
a
global
pandemic.
B
B
Third
home
looks
different.
We
now
have
kids
at
home.
Some
people
are
doubling
as
home
school
teachers
or
teachers,
aides.
We
all
have
new
stress
triggers
and
if
you're
a
leader
in
this
space,
you
really
have
to
lead
with
empathy
and
understand
that
everyone
is
fighting
a
battle
that
you
know
nothing
about,
and
everyone's
experience
is
going
to
be
different.
Even
everyone's
work,
spaces
look
a
little
different
and
fourth,
some
good
news
here.
This
is
a
transition.
B
It's
not
uniform
or
fair,
but
it's
also
not
over.
There
was
a
beginning
to
this,
and
there
will
be
an
in
and
in
the
middle,
is
where
character
is
built,
and
also
it's
where
remote,
fluency
and
remote
muscle
can
be
built
for
leaders
that
use
this
time
as
an
opportunity
to
experiment
and
truly
re-architect
how
they
think
about
work.
B
B
When
you
have
a
remote
team
with
people
in
countries
and
regions
all
over
the
world,
you
create
a
genuine
authentically,
diverse
atmosphere.
This
is
very
different
than
having
a
headquarters
in
one
place
and
then
hiring
people
and
relocating
them.
There
sure
they'll
bring
some
of
their
culture,
but
they
also
have
to
adapt
to
their
new
environment.
When
you
hire
people
and
allow
them
to
stay
at
a
place
where
their
soul
is
most
fulfilled,
they
can
bring
all
of
that
diversity
and
culture
to
the
workplace.
B
B
B
So
towns
will
look
a
lot
different
towns
instead
of
trying
to
woo
a
major
corporate
end
to
build
a
skyscraper
in
order
to
bring
jobs
to
a
city.
Instead,
you
can
just
build
a
livable
town
with
great
green
spaces
and
great
schools
and
great
medical
facilities,
and
then
you
allow
people
to
bring
their
own
jobs.
B
This
will
also
work
to
solve
housing
crises.
Some
of
the
most
densely
populated
cities
in
the
world
are
that
way
because
that's
where
the
jobs
are,
but
when
you're
able
to
decouple
geography
and
the
results
that
you
drive,
you
simultaneously
reduce
the
strain
on
some
of
these
major
urban
centers
and,
lastly,
remote
spreads
opportunity.
This
is
a
key
way
to
reverse
rural
depopulation
and
to
provide
opportunity
to
people
that
have
been
ostracized
and
are
currently
out
of
the
job
market
simply
because
they
cannot
or
will
not
relocate
to
a
major
urban
center.
B
The
foundational
elements
of
remote,
so
we're
going
to
start
touching
on
how
you
actually
make
remote
work
work
for
you.
The
first
is
workspace.
It's
really
important
to
make
sure
that
you're
in
a
place
where
you
can
focus
as
best
as
possible,
even
if
your
current
home
situation
isn't
ideally
suited
for
remote.
The
second
is
communications.
Communications
are
vital
in
a
remote
setting
and
it's
one
of
the
first
things
that
begin
to
break
down.
B
If
you
aren't
intentional
about
documenting
how
you
communicate
as
a
remote
team
and
last,
but
certainly
not
least,
is
mindset,
I
think
that
remote
is
50
tools
in
technology
and
50
mindset
and
culture,
supporting
the
use
of
these
tools
and
technologies
in
an
all
new
way,
and
it's
on
leadership
to
turn
that
tide
on
the
mindset
and
truly
lean
into
this
and
support
it,
and
remember
that
remote
is
not
something
that
happens
overnight.
This
is
not
a
binary
switch
that
you
can
flip.
B
B
This
all
starts
with
a
remote
leadership
team,
I'm
the
head
of
remote
at
get
lab,
and
although
this
title
is
fairly
unique
today,
I
do
think
that
within
five
years
this
will
be
a
much
more
popular
title
and
for
leaders
of
remote
teams.
You
probably
understand
why
there
is
a
lot
of
nuance
to
remote
remote
impacts.
B
Every
facet
of
your
organization
and
you'll
probably
find
that
you'll
need
dedicated
leadership
around
it
to
make
sure
that
it
isn't
seen
as
an
oversight
so
for
teams
that
are
in
the
midst
of
hiring
for
a
head
of
remote
or
a
director
of
remote
work.
In
the
interim,
I
would
consider
creating
a
remote
council
or
remote
leadership
team
ask
for
volunteers
in
your
company
that
may
have
remote
experience
in
the
past
and
bring
them
into
discussions
and
decisions.
B
B
B
What
I
recommend
is
to
block
off
time
in
your
calendar
in
the
morning
and
in
the
evening
where
your
commute
used
to
sit
and
be
intentional
about
what
you
do
with
this
time,
whether
that's
resting
or
meditating,
or
reading,
cooking
or
cleaning
calling
your
parents,
it
can
be
anything
just
make
sure
it's
not
work.
This
is
a
great
reminder
to
ramp
into
your
day,
but
also
to
wrap
out
of
your
day
for
many
people,
the
lines
between
work
and
life
are
getting
really
blurry,
and
you
want
to
do
something
intentional.
B
To
make
sure
that
you
create
separation
there.
Documentation
is
absolutely
vital
at
gitlab
we
work
handbook
first,
which
means
we
look
to
our
company
handbook
as
the
single
source
of
truth
for
all
of
our
processes
and
our
workflows.
If
you
aren't
familiar
with
the
get
lab
handbook,
I
encourage
you
to
search
for
it.
It
has
thousands
of
pages
of
how
we
do
everything
at
the
company
we're
public
by
default.
B
I
want
to
dive
in
a
little
bit
deeper
on
some
of
the
tactical
ways
that
get
lab
operates
that
are
fairly
unusual
in
the
grand
scheme
of
things.
First
off.
We
think
that
every
answer
should
be
a
link,
so
practically
what
this
means
is
that
if
someone
asked
me
a
question
at
gitlab,
I
should
be
able
to
find
a
link
in
the
company
handbook
that
answers
that,
for
example,
how
do
I
submit
an
expense
report?
B
Well,
there's
a
link
for
that
and
if
someone
asks
me
a
question
and
I
can't
find
the
link
in
the
handbook,
I
of
course
get
them
their
answer.
But
then
I
double
back
and
I
document
it-
and
this
creates
a
pay-it-forward
scenario
where
anyone
that
has
this
question
going
forward,
can
simply
look
in
the
handbook,
search
the
handbook
and
find
the
answer
for
themselves
extrapolated
over
1300
people
and
over
years
of
time.
This
creates
a
massive
amount
of
efficiency
and,
of
course,
far
fewer
interruptions
for
the
people
at
the
company.
B
I
would
encourage
leaders
to
expire,
your
slack
or
microsoft
teams
messages
after
90
days.
This
is
what
we
call
a
remote
for
first
forcing
function
and
what
it
does
is
it
forces
us
not
to
do
work
in
slack,
but
instead
to
do
work
in
gitlab
the
product.
Our
entire
team
uses
get
lab
for
collaboration.
We
have
get
lab
issues
and
merge
requests
and
that's
where
all
of
our
thoughts
and
all
of
our
progress
happens
and
when
people
know
that
the
message
is
going
to
expire
in
slack
after
90
days.
B
Our
slack
is
set
up
with
topical
channels,
things
like
mental
health,
their
parenting
and
hiking
and
music,
where
all
of
us
can
gather
and
just
talk
to
each
other,
we're
humans
first
and
colleagues.
Second,
and
because
we
don't
lean
on
slack
for
work,
it
creates
a
much
more
relaxed
atmosphere
for
us
to
converse
about
things
outside
of
work.
B
Another
forcing
function
is
on
the
meeting
side.
You've
no
doubt
felt
the
tinge
of
zoom
fatigue
by
now,
and
that's
probably
because
you're
just
trying
to
press
copy
on
the
office
environment
and
then
paste
it
into
the
virtual
environment
and
when
you
transition
all
of
those
meetings
without
ever
stopping
to
say,
is
this
meeting
really
necessary?
Should
we
improve
our
meeting
hygiene
on
this?
Should
we
actually
document
what's
happening
in
the
meeting,
then
you
run
into
a
situation
which
many
are
facing
now,
which
is,
I
can't
take
another
zoom
meeting.
B
Now,
of
course,
some
meetings
are
necessary,
but
we
do
gather
consensus
asynchronously
and
then
we
just
have
one
meeting
at
the
end
to
actually
make
the
decision.
This
is
a
much
more
efficient
process
than
having
10
meetings
leading
up
just
to
gather
consensus
and
then
an
11th
meeting,
at
which
point
everyone
is
already
exhausted,
and
if
you,
google,
get
lab
meetings,
you'll
find
an
entire
guide
on
how
we
do
that
and
how
other
companies
can
implement
it
back
on
a
personal
level.
B
It
can
be
really
easy
to
just
focus
on
yourself
and
stop
communicating
with
people.
But
I
would
encourage
you
to
continue
to
reach
out
get
lab
schedules.
Regular,
coffee,
chats.
Even
in
onboarding,
we
encourage
all
of
our
new
hires
to
have
10
different
coffee,
chats
with
10
people
in
the
organization,
and
there
are
some
new
tools
like
yak
that
enable
asynchronous
voice
communications
and
loom
that
enable
asynchronous
video
communications.
B
This
is
a
list
of
some
of
the
ways
that
we
stay
connected
from
talent
shows
to
coffee,
chats
to
show
and
tell
sessions
and
amas
with
our
company
leaders.
We
also
do
virtual
trivia
every
other
friday
and
during
quarantine
we
actually
developed
this
concept
called
the
juicebox
chat,
which
is
the
kid
friendly
version
of
the
coffee
chat.
We
realized
that
many
parents
had
kids
at
home,
they
had
time
on
their
hands,
and
so
we
let
our
parents
sync
up
their
schedules.
B
B
So
back
to
leadership
here,
I'd
encourage
you
to
minimize
your
tool:
stack
gitlab
uses
zoom,
slack
gitlab,
the
product
and
g
suite.
We
have
a
few
ancillary
tools,
but
the
core
tool
stack
is
really
only
those
four
tools
and
you
may
have
some
of
these
tools
already
and
you
may
not
be
using
them
to
their
full
potential.
B
I
would
do
a
tools
audit.
You
don't
want
to
introduce
new
tools
right
now.
If
you
can,
you
want
to
avoid
adding
more
chaos
to
the
mix
but,
for
example,
with
g
suite.
If
you
aren't
adding
google
doc
agendas
to
your
meetings,
then
you
can
take
better
advantage
of
something
that
you're
already
paying
for
and
also
improve
how
you're
doing
meetings
for
individuals.
I
would
say
this
respect
the
routine
but
don't
be
afraid
to
experiment
with
change.
B
Some
people
really
prefer
the
rigidity
of
nine
to
five
and
you
want
to
keep
that
routine,
even
in
a
remote
setting
and
there's
nothing
wrong
with
that,
but
remember
that
remote
enables
something
called
a
non-linear
workday
or
a
non-contiguous
work
day
and
for
parents
that
have
children.
This
is
a
godsend
where
you
can
work.
A
few
hours
in
the
morning
and
then
be
gone
for
a
while
and
then
maybe
work
a
few
hours
in
the
evening
to
kind
of
rebalance
your
day.
B
I
use
this
technique
all
of
the
time
and
it
allows
me
to
get
outside
in
the
middle
of
the
day,
get
a
great
refresher.
You
got
to
remember
you're
at
home
now,
so
you
do
have
a
bit
more
control
and
I
would
say,
communicate
with
your
team
and
see
if
other
people
want
to
try
this
out
as
well
and
lastly,
and
but
certainly
not
least,
remember
to
roll
with
the
changes
embracing
iteration
is
hard.
Embracing
remote
can
be
hard
if
you're
used
to
operating
in
a
co-located
space.
We
aren't
born
knowing
how
to
do
this.
B
You
have
to
remember
that
we
are
conditioned
to
work
within
the
confines
of
four
walls
and
a
roof.
No
one
ever
taught
us
how
to
work
remotely
so
we're
all
learning
this
together
and
you
can
only
get
so
far
as
an
individual
without
the
support
of
leadership,
creating
an
open
atmosphere
to
experiment
with
change,
new
tools,
new
ways
that
you
operate
during
your
day,
new
ways
to
communicate
and,
of
course,
documentation
has
to
be
at
the
heart
of
it.
B
Everything
that
I've
talked
about
today
is
documented
within
the
gitlab
handbook,
and
you
can
certainly
dive
deeper.
If
you
want,
we
have
almost
50
guides
covering
how
we
do
every
element
of
remote
and
on
this
slide,
it's
just
a
small
snippet
of
what's
there
if
you
go
to
all
remote
dot
info,
that
takes
you
straight
into
the
all
remote
section
of
the
gitlab
handbook,
one
other
asset
I
wanted
to
share
here
for
leaders
who
love
data.
Earlier
this
year
we
published
the
inaugural
gitlab
remote
work
report.
We
surveyed
remote
workers
in
four
different
countries.
B
Over
3000
people
responded,
and
it's
important
to
note
that
the
data
in
this
report
was
taken
before
covid.
So
it's
not
colored
by
any
of
the
pandemic.
That's
happening
right
now,
and
this
gives
great
insights
into
the
minds
of
a
remote
worker.
If
you
are
a
suddenly
remote
manager
and
you're,
trying
to
figure
out
what
makes
a
remoter
tick.
This
report
will
give
you
a
lot
of
great
data
and
insights
on
why
people
were
doing
this
before
the
kova
19
pandemic.
B
And
lastly,
here
just
a
reminder
where
all
of
this
information
can
be
found,
it's
at
all
remote
dot
info
again
it
is
all
creative
commons.
It
is
all
open
source,
so
you're
welcome
to
share
it.
You're
actually
welcome
to
make
a
merge
request
and
make
improvements
to
the
site.
All
of
our
handbook
is
editable
by
the
entire
community,
not
just
internal
gitlabbers
and
you're.
B
B
While
we're
waiting
for
laura
to
dive
into
the
q
a
section
I
do
want
to
answer
this
question
that
came
in
from
darren
l.
This
is
a
great
question.
Thank
you
for
asking
this.
So
how
likely
is
it
that
we
all
look
back
one
day
in
the
future
and
ask
why
did
it
take
so
long
to
shift
to
remote
working
more
widely?
B
This
is
an
amazing
question,
so
I've
worked
remotely
across
this
across
the
spectrum
of
remote
for
my
entire
careers
over
15
years
now
it
was
much
more
difficult
to
work
remotely
15
years
ago
than
it
is
now
with
ubiquitous.
High-Speed
broadband
people
have
grown
up
with
using
digital
communication
to
build
relationships
so,
to
a
large
degree,
people
instinctively
understand
how
to
do
this,
so
why
did
it
take
so
long?
The
short
answer
is
tradition.
B
A
lot
of
leaders
were
so
used
to
operating
the
way
that
they
always
operated.
Why
would
you
ever
pause
to
rock
the
boat
or
try
something
different?
Why
would
you
mess
with
success
so
to
speak?
You
also
have
to
remember
that
many
leaders
that
were
leading
these
organizations-
they
didn't
have
any
issues
going
into
these
major
urban
centers,
but
for
the
people
working
for
them,
it
was
usually
much
more
of
a
compromise.
They
had
to
relocate
to
a
town
and
they
essentially
just
lived
life
around
whatever
work
gave
them.
B
So
I
largely
say,
tradition
and
the
inability
to
globally
pause
and
try
something
new,
and
I
think
that
the
the
interesting
thing
about
covet
is
that
it
has
allowed
companies
to
universally
pause
at
the
same
time.
So
now
everyone
has
the
same
opportunity
to
pause,
and
now
everyone
is
out
of
the
office.
At
the
same
time,
it's
much
more
difficult
if
you
were
to
have
half
the
people
in
the
office
trying
to
operate
using
a
certain
set
of
workflows
and
then
half
of
the
company
working
remote
trying
to
operate
with
a
different
set
of
workflows.
B
Many
companies
that
have
found
success
in
this,
despite
what
they
may
have
assumed,
are
largely
finding
success,
because
the
company
is
all
remote
and
everyone
is
on
one
playing
field.
There
are
some
companies
that
are
considering
allowing
some
people
back
into
the
office
creating
a
hybrid
remote
scenario.
B
This
will
be
fundamentally
more
difficult
at
that
point,
you
are
managing
an
on-site
by
default,
employee
experience
and
a
remote
by
default,
employee
experience,
and
there
are
a
lot
of
challenges
that
come
with
that.
If
you
search
for
a
gitlab,
hybrid
remote,
we
actually
have
a
guide
on
that
as
well,
for
some
of
the
pitfalls
to
watch
out
for,
and
it
looks
like
laura's
back.
A
I
am
back,
thank
you
so
much
darren
and
thank
you
for
all
of
the
excellent
advice.
It's
brilliant
to
know
that
we
can
just
go
on
the
gitlab
website
and
get
all
of
that
really
useful
info.
So
some
questions
have
come
in
and
I
think
this
one's
a
very
easy
question
for
you
to
answer
so
darren's
asked:
how
likely
is
it
that
we'll
all
look
back
one
day
in
the
future
and
say
why
did
it
take
so
long.
B
B
That's
an
interesting
question.
I
started
almost
15
years
ago
and
it
was
certainly
more
difficult
15
years
ago,
but
I
had
the
benefit
of
working
with
a
globally
distributed
team
from
the
start.
So
when
I
think
back
to
the
early
routes
of
remote
for
me,
I
was
working
at
a
publication
where
we
had
editors
in
six
continents
around
the
world,
so
we
were
remote
by
default.
That
being
said,
I'm
still
iterating
on
remote
today,
just
last
month,
I
reorganized
my
office
space.
B
I
moved
from
one
area
in
the
home
to
a
different
area
in
the
home.
We
have
a
19
month
old,
toddler
and
he's
getting
smart
enough,
no
now
to
know
where
I'm
at,
and
so
I
was
able
to
rearrange
my
office
space
and
change
that
up
a
bit
and
it
actually
improved
my
quality
of
life
as
well
as
his
quality
of
life.
So
I
say
all
of
that
to
say
this
isn't
a
zero-sum
game.
It's
not
like
you.
Just
get
remote
and
you're
done.
You've
reached
the
finish
line.
A
B
Yeah,
so
I
think
you
got
a
bit
of
a
peek
on
that
earlier
this
week,
when
google
announced
that,
through
july
of
2021,
all
of
their
staff
will
be
working
from
home.
This
is
a
significant
moment
because
it
essentially
confirms
to
the
world
that
for
digital
companies
or
companies
that
can
work
remotely
you're
in
this
for
another
year.
B
This
is
going
to
have
massive
impacts.
People
now
have
every
right
to
go
into
a
job
interview
and
say:
what's
your
stance
on
workplace
flexibility,
kovit
has
massively
democratized
the
conversation
on
remote,
and
now
people
have
much
higher
expectations
of
what
a
company
should
support
when
it
comes
to
remote.
So
for
many
years
remote
may
have
been
allowed
at
an
organization,
but
it
was
almost
a
backhanded
way
to
allow
it
most
remoters
would
say
yeah.
I
was
allowed
to
work
remote,
but
basically
I
had
no
commute.
B
So
I
had
no
right
to
complain
about
anything
else,
but
now
remote
supported
is
going
to
feel
very
different
where
people
leaders
actually
create
policies
that
take
remote
employees
into
account
and
to
make
sure
that
they
belong
so
in
six
months.
I
think
it
will
be
a
lot
clearer
which
companies
lean
into
this
and
actually
say
this
is
happening
we
might
as
well
get
over
it.
A
B
Yeah,
that's
absolutely
right!
So
when
I
say
tradition
what
lies
beneath
that
is
the
culture.
So
for
many
leaders
there
is
a
natural
tendency
to
be
fearful
of
work.
Getting
done.
If
you
can't
see
someone
working
but
in
reality
watching
someone
at
their
desk
has
never
been
a
great
way
to
judge
productivity
and
so
for
many
leaders.
Now
there's
this
jarring
awakening
that
praises
and
promotion
and
judging
productivity
can
no
longer
be
subjective.
B
This,
isn't
remote
exclusive,
more
discipline
and
more
articulation
on
what
success
looks
like
would
also
help
a
co-located
company,
and
it
would
also
help
a
hybrid
remote
company,
but
the
culture,
the
in-office
culture,
so
to
speak,
is
starting
to
really
break
down.
I
want
to
dive
into
that
just
a
bit
for
a
long
time.
You
would
find
companies
that
define
culture
by
the
energy
or
the
vibe
in
the
office,
things
like
what
color
the
walls
were
or
what
music
was
playing
or
what
brand
of
coffee
was
available
in
the
kitchen.
B
Now
this
version
of
culture
was
always
at
risk
of
coming
undone,
because
most
of
that
is
just
vanity
metrics
in
a
remote
setting.
Culture
is
the
values
of
the
company,
so
at
gitlab,
if
you,
google,
git
lab
values,
we
have
six
core
values
and
then
thousands
of
words
underneath
of
them
called
sub
values
where
we
substantiate
what
collaboration
looks
like
in
a
remote
setting.
B
What
iteration
looks
like
in
a
remote
setting
what
results
look
like
in
a
remote
setting,
that
is
our
culture
and
in
fact,
when
we
hire
people,
we
don't
hire
for
culture,
fit
we
hire
for
values
fit.
We
will
actually
pull
up
our
values
page
and
go
over
them
with
candidates,
and
we
want
to
make
sure
that
that
resonates,
because,
if
you
hire
for
culture
fit
the
best
you'll
do
is
just
maintain
the
bar
maintain
the
status
quo,
but
you'll
never
elevate,
because
you're
hiring
for
fit
on
the
values
fit.
B
If
a
person
is
aligned
with
your
company
values,
that
is
your
company
culture,
then
you
allow
them
to
bring
all
that
they
are
to
work
and
actually
elevate
and
make
your
culture
more
diverse.
So
that's
a
slight
change
of
words,
but
I
think
for
for
leaders
that
are
looking
at
hiring
in
remote
space
make
sure
you
hire
for
values
fit
instead
of
culture
fit,
and
that
will
help
reshape
how
you
look
at
culture
in
a
remote
environment.
A
Brilliant
thank
you
and
we've
actually
got
a
talk
tomorrow.
That's
dedicated
to
maintaining
company
culture
for
business
leaders
so
do
come
back
and
take
a
look
at
that.
It's
on
the
main
stage
agenda.
So
next
question
for
from
mark
roberts,
who
said
what
do
you
see
is
some
of
the
key
challenges
of
hybrid
working?
So
that's
those
people
who've
got
to
do
a
couple
of
days
in
the
office
and
a
couple
of
days
at
home.
B
A
couple
of
issues
there
for
the
worker:
you
don't
really
get
the
benefits
of
remote
work
if
you're
still
expected
to
be
in
the
office
a
couple
of
days
a
week.
What
I
mean
by
that
is,
if
you
could
fully
decouple
the
results
that
you
drive
from
being
within
a
commutable
distance
of
an
office,
you
could
fundamentally
optimize
your
life
for
completely
different
things.
You
could
optimize
it
for
access
to
nature,
access
to
your
parents
for
elder
care,
for
example,
access
to
great
schools
if
you're
a
parent
access
to
better
air
quality.
B
If
you
have
to
stay
within
a
commutable
distance
of
your
office,
then
not
a
whole
lot
changes
you
just
kind
of
get
the
worst
of
both
worlds
and,
from
a
leadership
perspective,
it's
just
fundamentally
more
difficult
to
communicate
with
your
team,
because
it's
harder
to
compartmentalize
the
hallway
conversations
that
happen
in
the
office
and
ensure
that
the
people
in
the
office
actually
work
remote,
first
and
actively.
Work
to
include
those
that
are
outside
of
the
office.
B
Hybrid
sounds
great
in
theory,
because
it
feels
like
a
great
compromise
where
you
can
satisfy
100
of
the
people
in
your
company,
but
it
is
fundamentally
at
odds
with
each
other.
You
have
the
remoters
that
are
jealous
that
people
in
the
office
have
hallway
conversations,
and
you
have
the
on-site
workers
that
are
jealous,
that
the
remoters
don't
have
a
commute
and
so
to
some
degree
they
aren't
even
aligned
and
on
the
same
team,
and
this
is
why
I'm
really
advising
companies
that
can
unwind
your
offices
all
together.
B
The
easiest
two
environments
to
work
in
is
all
co-located
and
all
remote.
But
if
you
do
have
to
have
a
hybrid
environment,
you
will
absolutely
need
a
head
of
remote
or
a
remote
leadership
team,
because
what
you'll
be
doing
is
rebalancing
two
different
employee
experiences
perpetually.
This
will
be
a
never-ending
task.
It's
worth
doing.
I
have
worked
in
hybrid
environments
that
have
been
very
healthy
and
that
I
would
absolutely
recommend,
but
it
is
extraordinarily
difficult.
B
The
key
thing
here
here
is
that
those
who
choose
to
work
in
the
office-
perhaps
their
home,
isn't
amenable
to
remote
work
and
they
simply
have
a
better,
more
focused
time
working
in
the
office.
They
have
to
work
remote.
First,
what
this
means
is
anyone
in
the
office
that's
dialing
into
a
zoom
call.
You
can't
have
six
people
in
one
room
and
then
people
joining
remotely.
You
have
to
have
all
six
people
in
the
room
open
up
their
individual
laptops
so
that
everyone
appears
on
a
level
playing
field.
B
It
is
difficult
to
get
people
in
the
office
to
remember
this,
but
if
you
want
to
remember
one
tag
line
here
is
that
the
office
is
just
another
place
to
go
work
remotely.
The
office
cannot
be
on
a
higher
pedestal
than
a
we
work
or
a
spare
bedroom
or
an
airplane
seat
or
a
hotel
conference
room.
These
are
all
just
places
that
you
go
to
work
remotely
so
build
your
processes
and
workflows
to
support
remote
and
then
wherever
people
are.
That
is
how
they
will
operate.
B
This
is
a
great
question,
I
think,
we're
in
the
golden
era
of
remote
tools.
I
love
a
tool
called
yak
y
ac.
It
enables
asynchronous
voice
conversations.
A
lot
of
people
like
verbalizing,
because
there's
context
in
the
voice
and
yak
also
gets
transcriptions
from
those.
So
you
don't
lose
out
on
the
textual
the
textual
context
as
well.
Another
one
I'll
recommend
is
psyc
insights,
sike
insights.
B
But
when
you
have
entirely
new
teams
joining
the
company
remotely
that
you've
never
met
in
person,
you're
going
to
need
to
lean
on
technology
to
build
rapport,
and
so
psych
insights
in
kona
is
another
one
and
the
third
one
I'll
mention
is
almanac.
Almanac
docs.
I
talked
a
lot
about
the
handbook
and
at
gitlab
we
use
get
the
product
to
build
our
handbook
because
we
use
gitlab
to
do
everything
within
the
company.
But
if
you
need
a
jump
starting,
you
want
to
get
started
quickly.
B
Almanac
is
an
amazing
place
to
go
for
open
source
documents,
the
world's
best
open
source
guides
on
how
to
do
everything
from
hr
to
hiring
to
compensation,
and
in
fact
most
of
gitlab's
guides
have
actually
been
ported
over
to
almanac
and
allman.
Almanac
is
set
up
in
a
way
where
you
can
easily
copy
over
templates
and
then
just
adapt
them
to
your
workplace,
and
this
allows
you
to
have
a
massive
head
start.
A
Brilliant,
I
think,
we'll
all
be
heading
there
straight
afterwards.
Thank
you.
So
we've
got
some
really
lovely
feedback
for
you
and
one
question.
I
think
this
is
an
interesting
one
from
nigel
who
said.
Do
you
think
remote
and
digital
working
could
eventually
cause
a
new
social
class
divide,
and
I
guess
he's
referring
to
their
the
fact
that
some
people
simply
cannot
work
from
home,
say:
doctors
and
nurses,
for
instance,.
B
B
I
think
it's
the
inverse
of
that
and
what
I
mean
is
many
jobs
were
being
forced
into
a
building
when,
indeed
they
could
have
been
done
remotely.
Everyone
on
this
session
has
probably
heard.
Oh,
your
job
can't
be
done
remotely
because
of
and
then
there's
a
list
of
reasons
and
kovit
has
shown
that
in
fact,
that
preconceived
notion
has
been
broken
down,
and
so,
when
you
enable
everyone
to
work
remotely
that
can
work
remotely,
it
actually
enables
those
who
have
to
commute
to
have
a
much
better
life.
B
B
Yeah
teaching
and
educating
is
one
of
the
most
difficult
because
a
lot
of
teachers
teach
because
they
love
the
energy
and
the
in-person
interactions
that
they
get
with
their
pupils,
and
so
I
absolutely
sympathize
with
those
in
the
teaching
profession.
That
said
many
students
coming
up
these
days
fundamentally
understand
distance
learning.
This
is
not
a
new
concept.
In
fact,
education
was
one
of
the
first
massive
global
industries
to
go
remote
people
have
been
able
to
earn
online
degrees
for
decades
now,
and
so
education,
I
think,
is
better
suited
for
this
and
more
adaptable
to
this.
B
You
may
have
an
interesting
situation
where
pupils
have
spoken
poorly
about
having
to
go
to
school
for
a
really
long
time,
and
now
that
we're
unable
to
physically
go
to
school.
I
think
the
tide
will
turn
on
that
and
we
won't
take
it
for
granted.
Similarly,
on
flights,
people
have
long
complained
about
being
stuck
in
the
back
in
a
middle
seat,
but
now
that
doesn't
actually
sound
too
bad.
I
do
think
globally.
A
So
we've
got
a
couple
of
questions
here
from
yonde
and
william,
which
are
similar
that
so
in
the
uk
we
have
very,
very
patchy
broadband
and
unreliable
wi-fi
networks.
What
can
people
do
like?
You
know
if
you're
told
to
work
from
home-
and
you
really
do
have
terrible
wi-fi-
you
feel
like
you're,
always
behind
in
zoom
chat,
you
feel
like
you're,
always
playing
catch-up.
What
can
you
do.
B
Yeah
so,
interestingly,
at
get
lab,
we
don't
have
any
company-owned
offices
for
people
to
go
to,
but
we
also
realize
that
not
every
home
is
amenable
to
remote
work
and
one
of
the
reasons
is
not.
Everyone
has
access
to
broadband,
and
so
our
company
policy
is
that
we
will
allow
people
to
reimbur
to
submit
for
reimbursement
for
co-working
spaces
and
external
offices,
and
we
have
about
a
fifth
of
our
company
that
actually
leaves
their
home
every
day
to
go
to
a
space
with
better
broadband
and
allows
them
to
focus
more.
The
problem
is
during
covit.
B
They
can't
do
that,
and
so
we
have
even
a
subset
of
get
lab
that
are
now
being
forced
back
into
their
homes
into
what,
for
them
is
a
sub-optimal
environment.
So
the
short
answer
is:
there's
not
a
lot.
You
can
do
right
now,
other
than
communicate
with
your
manager
and
make
sure
that
they're,
okay
with
you
not
using
video
video,
takes
up
a
massive
amount
of
bandwidth.
B
B
Yes,
these
problems
sold
and
the
thing
the
thing
that's
interesting
about
this
is
I've
seen
this
need
for
years.
That
infrastructure
is
a
vital
part
of
expanding
economic
potential
around
the
world.
The
issue
was
there
wasn't
really
a
business
model
before,
but
now
suddenly
there
is
a
huge
business
model
and
I
do
think
that's
encouraging.
B
It's
definitely
more
difficult,
it's
easier
if
you're
a
bit
more
senior
where
you've
had
the
benefit
of
in-person
interactions,
to
build
your
workplace
network
and
to
build
your
community
and
neighbor
network.
If
you're
coming
straight
out
of
university
and
you're
jumping
into
a
remote
job
for
the
first
time,
you
probably
will
have
fewer
interactions,
but
that's
less
to
do
with
remote
and
more
to
do
with
the
organization.
Probably
just
isn't
set
up
to
enable
that
so
at
gitlab,
for
example,
we
know
that
this
is
going
to
be
the
case
and
it
during
our
onboarding
process.
B
We
do
two
key
things:
one
is
we
assign
every
new
hire
with
an
onboarding
buddy?
This
is
a
veteran
in
the
company
that
is
their
go-to
person
for
their
first
six
weeks,
where
they
can
ask
anything
in
the
world
and
ask
for
them
to
connect
the
dots
and
introduce
them
to
people.
They
are
essentially
their
facilitator.
So,
instead
of
randomly
bumping
into
people
your
first
couple
of
weeks
on
the
job,
this
person
does
all
the
random
bumping
into
for
you.
So
I
would
say,
for
companies
far
and
wide
you
could
implement
an
onboarding
system.
B
A
B
B
You
couldn't
possibly
be
on
a
trip
we're
all
just
home,
so
the
the
only
the
only
way
you're
going
to
ever
stop
working
or
stop
answering
that
one
more
thing
is:
if
you
set
the
boundary
and
more
deliberately,
your
leadership
has
to
set
the
boundary,
and
so
the
leadership
has
to
be
the
model
for
when
is
enough
enough,
because
those
boundaries
don't
exist
anymore.
I
would
be
very
intentional
and
transparent
about
your
out
of
office
message.
B
If
you
don't
answer
emails
on
friday
or
you
don't
answer
emails
after
a
certain
time,
it's
not
taboo
to
have
that
anymore.
It
is
on
you
to
stand
up
those
individual
boundaries
at
get
lab.
All
of
our
calendars
are
public,
and
people
will
block
their
calendar
for
anything
that
they
don't
want
people
to
book
over
whether
that's
lunch
taking
their
child
to
school,
going
out
for
a
walk
going
out
for
a
swim,
going
to
take
a
break
for
cardio
or
fitness
or
meditation.
B
Anything
like
that.
We
block
it
off,
because
if
you
just
allow
your
your
calendar
to
be
this
giant
white
space
people
won't
know
if
they
should
or
should
not
book
over
it.
So
I
would
say
be
intentional
about
it
and
also
converse
with
your.
Your
other
team
leads
and
recommend
that
this
is
to
be
done.
Company-Wide.
A
Brilliant,
thank
you
so
much
darren.
Thank
you,
everyone
for
watching.
I
think
I'm
going
to
block
out
the
next
hour
to
take
my
little
girl
to
the
park,
so
a
good
tip.
We've
had
loads
of
great
feedback
darren
for
your
talk.
We've
had
positive,
inspirational
motivational,
all
brilliant
words
and
that's
what
we
want
the
working
from
home
show
to
be
about.
So
please
do
join
us
tomorrow
for
our
live,
keynotes
darren's
talk
will
be
available
on
demand
from
friday
night
for
the
next
four
weeks.
So
thank
you.
Thank
you
darren.