►
Description
In this episode, GitLab's Jessica Reeder, All-Remote Integrated Marketing Campaign Manager, hops into the "Universal Remote" webcast to chat with Tyler Hannan, Vice President of Product & Community at Fauna. Together, they discuss the ways in which management of remote teams differs from in-office, and how to empower organizations.
Check out these resources:
GitLab's Remote Playbook: http://allremote.info/
Remote Work Report: https://about.gitlab.com/remote-work-report/
GitLab for remote teams: https://about.gitlab.com/solutions/remote-work/
A
When
I
think
about
remote
management,
I
really
categorize
it
into
three
buckets,
which
is
management
as
a
manager
you're
still
responsible
for
assigning
tasks,
we're
still
responsible
for
ensuring
things
get
done,
but
mentorship
becomes
even
more
important
in
the
world
of
remote.
I
have
failed
there
more
times
than
I
care
to
admit,
but
it's
a
thing
that
I
still
aspire
to
do
better
every
day
is
to
help
the
people
on
my
team.
The
teams
that
I'm
responsible
for
looking
after
be
just
a
little
bit
better
of
what
they
do
every
day.
B
Hello
and
welcome
to
universal
remote,
get
labs
weekly
web
series
on
everything
to
do
with
remote
work.
I
am
Jessica.
Reader
I
am
the
all
remote
campaign
manager
here
at
gitlab
and
I've
been
working
remotely
throughout
my
entire
career.
What
we're
doing
with
this
series
is
we're
bringing
in
experts
from
other
organizations,
people
who've
been
working
remotely
a
long
time.
People
who
are
new
to
remote
and
we're
discussing
best
practices,
challenges
learnings
everything
that
comes
with
this
new
remote
work
environment.
B
A
A
I'm,
the
VP
of
product
and
community
for
fauna
fauna
is
the
database
that's
built
for
server
lists.
We
feature
native
graph
QL
if
you
care
deeply
about
massively
distributed
systems
and
databases
or
you're
building
an
awesome,
JavaScript
application
and
the
serverless
style
come
check
us
out.
I
personally
have
spent
the
majority
of
my
career
working
remotely
nothing
tire
T,
but
14
plus
years
now,
I've
worked
from
somewhere
other
than
what
was
considered
headquarters
and
usually
from
home,
and
it
it
really
is
a
privilege
to
join
you
today.
A
B
Is
great
to
have
you
here
and
as
someone
who's
also
worked
remotely
for
a
long
time,
I
think
that
it
is
really
nice
to
see
companies
and
our
musicians
getting
together
like
this
and
trying
to
share
knowledge
and
trying
to
put
things
out
there
if
you
watching
this
are
one
of
the
people
who
has
been
thrown
into
this
suddenly
remote
situation.
What
we're
going
to
try
to
do
is
remind
you
that
this
is
a
transition.
It's
a
long
process.
It's
neither
quick!
It's
not
simple!
It's
not
particularly
intuitive,
and
there
are
no
easy
answers.
B
A
Absolutely
so,
like
I
said,
I've
spent
about
fourteen
years
now
working
remotely
and
that
largely
began
because
my
career
trajectory
has
followed
this
path
of.
If
you
don't
understand,
a
job
go
and
do
it,
and
that
speaks
to
a
little
bit
of
my
own
hubris
and
a
little
bit
of
my
own.
You
know
arrogance
and
that
I
didn't
realize
that
there
were
some
jobs.
A
That
was
not
sort
of
ended
quarters.
If
you
well,
it's
interesting
I
think
about
sales
organizations
a
lot
sales
organizations
have
been
highly
distributed
for
a
very
long
time
because
of
it's
sort
of
a
territorial
model
and
somehow
on
a
technical
side,
which
is
my
background
sort
of
a
lot
of
my
passion.
We
hadn't
adopted
the
same
thing
for
another
number
here.
So
as
I
began,
building
teams
I
really
asked
myself.
The
question
are
we
limiting
who
we
hire
based
only
on
physical
proximity?
A
You
know,
I
had
the
opportunity
that
the
blessing,
quite
frankly,
to
spend
a
number
of
years
prior
to
fauna
at
elastic
and
and
that
elastic
as
I
was
building
out
the
community
organization
there
and
helping
it
grow.
I
realized
I
cannot
tell
you
how
to
do
developer
relations
in
South
Korea,
but
I
know
someone
who
can
and
they
live
in
South
Korea.
A
Similarly,
I
can't
tell
you
how
developer
relations
works
in
France,
but
I
know
someone
who
does
and
they
happen
to
live
in
France
I
can
tell
you
a
lot
about
how
it
works
in
the
Netherlands,
where
I'm,
based
and
I
live
here,
and
so
letting
people
be
experts
at
what
they
do
and
who
they
are
and
having
their
location
be.
Just
an
attribute
is
the
thing.
That's
deeply
important
to
me
as
an
individual.
It's
also
a
thing.
That's
deeply
important
to
us
at
fauna
we're
a
team
that
is
truly
in
the
gitlab
definition.
All
remote.
A
There
is
no
headquarters.
There
is
no
office,
everyone
works
from
home,
and
that
is
a
feature
of
our
organization
rather
than
above.
It
also,
however,
requires
that
we
invest
heavily
in
how
we
communicate
and
how
we
manage.
We
don't
just
fall
into
the
habits
that
you
know
are
easy
to
be
built
over
time.
B
Yeah
absolutely-
and
you
know
something
you
said
sort
of
stuck
with
me,
which
is
that
you
were
consulting
first
and
that's
actually
something
that's
reflected
in
my
background
as
well.
I
was
freelancing
and
consulting
for
quite
a
while,
and
part
of
that
was
because
I
wanted
to
work
independently
and
I
wanted
to
work
remotely
and
when
you're
talking
about
hiring
the
people
who
are
the
best
fit.
B
Some
of
those
people
are
people
who
prefer
to
work
individually,
and
they
may
be
people
who
are
creative
thinkers
and
they
just
don't
necessarily
fit
into
an
office
dynamic,
and
it
gives
you
an
ability
to
reach
a
different
group
of
people.
You
may
find
some
people
who
are
thinking
outside
of
the
it's
not
to
say
that
I
am
necessarily
great
at
thinking
outside
of
the
box,
but
I
do
think
that
a
lot
of
people
are
trying
to
design
their
own
workspace
because
they
want
to
have
a
creative
bent
to
their
work.
Absolutely.
A
There
is
a
there's,
a
traditional
career
path
that
tends
to
go
with
each
job
description.
Those
are
fine,
some
people
follow
those
paths
and
that's
fantastic.
Others
of
us
don't,
and
that's
also
fantastic,
and
to
me
the
beauty
of
remote
work
is
that
it
does
broaden
the
scope,
provided
you
have
hiring
practice
in
place
that
supports
it.
Provided
you
as
an
organization
acknowledge
it.
A
It
does
broaden
the
scope
of
who
you
can
hire
it's
one
of
the
things
we
think
a
lot
about
here
at
fauna,
I
mean,
if
you
look
at
me,
I'm,
not
what
you
think
of
when
you
think
of
a
sort
of
typical
corporate
exec,
but
that's
okay,
I,
don't
have
to
be
I,
am
capable
of
being
fully
Tyler.
I
am
NOT
my
job,
my
job
is
an
attribute
of
who
I
am
I,
can
be
a
number
of
other
things
and
those
are
actually
beneficial
for
the
organization
I
think
about
it.
A
B
Yeah
absolutely
and
I
think
a
lot
about
the
concept
of
integrity.
This
is
something
I've
been
thinking
a
lot
about
recently,
which
is
essentially
when
your
thoughts,
your
words,
your
actions,
your
identity
are
all
aligned
with
each
other
and
I
think
you
know
when
I
look
at
people
such
as
yourself,
who
are
you
know,
not
wearing
the
typical
button-down
shirt
but
still
able
to
absolutely
build
a
wonderfully
successful
organization.
I
think
that
there
is
a
certain
level
of
integrity
there.
That's
that's
admirable
and
I
think
that's
very
important
for
the
future.
B
So
let
me
go
back
to
the
theme
of
our
conversation
and
there's
actually
something
that
we
did
recently.
We've
been
running
polls
on
Twitter
and
we
did
a
poll
just
last
week
where
we
asked
people
what
they
think
is
going
to
become
of
the
office
environment
after
the
pandemic.
So
only
32
percent
of
people
said
that
the
office
environment
is
going
to
go
back
to
normal
of
43
percent
said
that
they
think
offices
are
only
going
to
use
part-time
and
an
additional
24
percent
says
that
offices
will
not
be
the
default
workspace.
B
So
that's
pretty
telling
I
think
that
there
is
not
just
a
movement
out
of
the
office,
but
also
a
real
wish
for
people
to
continue
moving
beyond
the
office.
I
want
to
ask
you
Tyler
how
has
fauna
evolved
to
support
a
remote
team
and
what's
your
approach
to
managing
remotely
to
make
this
possible?
That's.
B
A
A
A
So
you
know,
fauna
is
fully
distributed
or
if,
in
the
words
of
sort
of
they
get
that
handbook
and
if
you
haven't
read
it
and
you're
watching
this,
you
should
fauna
is
all
remote
and
it's
important
for
anyone
who's.
Listening
to
no,
we
did
not
begin
that
way.
We
began
as
a
co-located
company
sort
of
a
primary
office
in
San
Francisco,
some
folk
working
outside
of
it,
and
then
we
realized
the
feature
of
being
an
all
remote
company,
and
it
really
is
a
mind
shift
of
saying
this
is
an
opportunity.
A
This
is
not
something
that
we
have
to
work
around
or
to
deal
with.
We
are
in
the
midst
of
a
pandemic.
This
is
something
we
have
to
deal
with
as
when,
if
society
reopens
I
would
encourage
you
to
think
of
this
as
an
opportunity.
I
think
the
the
fundamental
question
you
asked
that
is
very
very
important
is,
as
it
relates
to
management.
A
My
first
manager
I,
was
17
years
old,
was
a
gentleman
by
the
name
of
Santiago,
Tyler
Montez
and
mr.
Tao
would
walk
up
and
down
the
rows
of
desks
and
he
practiced
what
he
called
management
by
walking
around
and
I
hated
it,
because
I
was
convinced
he
wanted
to
know
what
I
was
doing.
Is
he
gonna
keep
an
eye
on
what
I'm
up
to
on
how
well
I'm
doing
I
realized
over
time?
He
didn't
really
care
about
what
I
was
doing.
A
He
cared
about
how
I
was
doing
so
when
I,
when
I
think
about
remote
management,
I,
really
categorize
it
into
three
buckets,
which
is
management
as
a
manager
you're
still
responsible
for
assigning
tasks,
we're
still
responsible
for
ensuring
things
get
done,
but
mentorship
becomes
even
more
important
in
the
world
of
remote.
I
have
failed
there
more
times
than
I
care
to
admit,
but
it's
a
thing
that
I
still
aspire
to
do
better
every
day
is
to
help
the
people
on
my
team.
A
It
is
very
different
to
ask
the
question,
and
authentically
mean
how
are
you
I
would
always
rather
ask
how
my
team
is
doing
and
trust
them
to
complete
the
work.
Trust
becomes
fundamental,
the
underpinning
for
how
we,
as
people
who
managed
remotely,
must
engage
with
our
teams.
A
lot
of
that
is
hiring,
but
even
in
a
situation
where
a
co-located
team
has
become
remote,
it
is
necessary
to
build
that
trust
and
that
that
management
by
walking
around
the
the
mr.
A
towel
that
lives
in
the
back
of
my
brain
and
encourages
me
to
be
better
at
what
I
do
every
day
wants
me
to
make
sure
that
I
am
coaching
and
that
my
job
is
to
make
sure
my
team
members
have
what
they
need
to
do
their
job
effectively
and
then
to
trust
them.
To
do
it
not
to
ask
them
daily
about
the
status.
Does
that
make
sense,
yeah.
B
I
mean
it
makes
total
sense
to
someone
who's
been
working
remotely
for
a
long
time,
but
I
think
you
know,
as
we've
been
meeting
with
a
lot
of
companies
lately,
who
are
transitioning
to
remote
or
suddenly
remote
having
been
Kulik
look
pated
in
the
past.
This
is
one
of
the
biggest
challenges.
Is
this
concept
of
trust
and.
A
A
You
clearly
define
objectives,
you
define
results
or
desired
results,
whatever
that
KPI
looks
like,
and
that
depends
this
is
not
a
shift
in
tactic.
It
is
but
fundamentally
this
is
a
shift
in
culture
and
I.
Think
that
as
managers,
that's
scary,
because
why
do
they
need
me
if
I
trust
them
enough
that
they
can
do
their
job?
I
would
say
and
again
I
speak
from
a
position
of
privilege,
but
I
would
say:
I
have
done
my
job
most
effectively
when
they
don't
need
me
anymore.
A
B
That
attitude,
it's
a
it's
refreshing
to
hear
and
it's
a
challenging
as
well
I
think
it's
challenging
for
all
of
us.
You
know
it's
it's
one
of
those
things
that
is
easy
to
hear
easy
to
say
even
may
be
easy
to
conceptualize
but
incredibly
difficult
to
execute.
So
you
know
I
want
to
ask
if
there
is
one
thing
that
you
could
recommend:
what's
one
tangible
thing
that
manager
could
do
to
start
on
that
path,
yeah.
A
Absolutely
and
to
be
clear,
it's
a
daily
reminder
to
myself:
it's
a
struggle.
I've
been
doing
this
for
a
long
time
and
I
still
have
impostor
syndrome
around
it.
I
am
NOT
good
enough
to
do
what
I
do.
I'm,
okay
with
that
and
I
just
want
to
make
that
very
clear.
The
place
for
me
to
start
is
is
very
simple.
You
can't
fundamentally
change
the
way
that
you're
managing,
if
you've
been
a
very
detailed
manager.
A
If
that's
what
the
corporate
culture
is
like,
if
you
change
that,
fundamentally
overnight,
it's
jarring
to
the
team-
and
it's
actually
detrimental
to
the
team,
because
it's
it's
such
a
mind,
shift
that
it's
fundamentally
different
the
thing
that
I
do
still
every
day
when
I
wake
up
is
I.
Ask
myself:
how
were
the
people
on
my
team
doing
I
look
at
a
list
of
my
team
in
the
morning
and
I
say
how
is
summer
and
if.
B
A
It's
it
is
the
most
difficult
part
of
of
remote
work,
particularly
of
all
remote
work.
However,
all
remote
work
has
a
feature
that
other
models
don't
and
I
refer
to
that
as
shared
pain,
in
that
we
alternate
meeting
times
or
right
now,
we
are
moving
towards
it
like.
That
is
an
aspirational
statement.
For
me,
it's
a
thing
that
I
have
done
in
the
past
is
the
thing
that
I
will
I
will
continue
to
do
in
the
future
with
with
fauna.
A
Is
we
alternate
meeting
times
so
that
it
always
kind
of
sucks
for
someone
I
like
to
think
of
meeting
times
as
sacred
like
there
is
value
in
sitting
in
front
of
a
zoom
and
sharing
the
interaction?
I
also
recognize
that
life
happens,
and
because
of
that,
we
we
record
all
the
things
and
we
take
copious
notes
and
when
it
can
be
synchronous,
make
it
synchronous,
because
it's
so
valuable
for
a
meeting
to
be
synchronous,
but
also
allow
people
could
not
be
there
synchronously,
because
not.
A
Managed
to
cross
14
time
zones
once
you
start,
including
all
of
the
hemispheres
and
and
regions
of
the
world
it
gets
even
worse.
Someone
cannot
make
it
so
don't
make
their
their
inability
to
attend
exclusionary
record
it
take
notes
if
you
make
a
decision,
give
space
in
that
synchronous
decision
to
allow
asynchronous
feedback.
It
feels
like
you
were
slowing
down,
but
you
were
actually
speeding
up
because
of
the
cultural
decision
to
invite
the
participation
of
others.
A
sitting
in
a
synchronous
meeting
is
absolutely
necessary,
sometimes
don't
view
that
as
a
failure.
A
A
However,
it
should
not
be
the
default
and
that's
sort
of
the
way
that
I
try
and
try
to
frame
is
we
meet
synchronously,
we
meet
synchronously
on
an
own
schedule.
We
share
the
pain
of
scheduling
their
synchronous
meetings,
but
we
also
give
people
space
that
if,
when
as
life
happens,
they're
allowed
to
step
away
it's
expected
and
it's
accepted
by
others.
Ala
t
that's.
B
Really
similar
to
what
we
do
at
get
lab
as
well,
I
think
it's
interesting
that
we
have
so
much
in
common
there.
We
also
try
to
do
as
much
a
synchronous
as
possible.
We
take
copious
notes,
we
record
the
meetings,
just
like
you,
I,
think
one
additional
thing
that
we
do
it
get
lab,
which
I
really
like
a
lot
is
that
there
needs
to
be
an
agenda
for
any
meeting,
so
people
aren't
just
calling
a
meeting,
because
you
know
they
need
to
talk
something
out.
B
They
need
to
be
able
to
share
the
agenda
ahead
of
time
so
that
those
who
are
expected
to
attend
the
meeting
know
what
it's
for
and
know
what
is
expected
to
be
accomplished
in
that
meeting.
So
if
there
isn't
an
agenda,
you
could
say
no,
actually
you
can
say
no,
whether
or
not
there's
an
agenda,
but
if
there
isn't
one,
you
are
more.
A
Even
for
team
meetings
we
have,
we
have
open
and
shared
agendas.
They
are
the
the
team
meeting
time
is,
is
our
shared
responsibility,
not
my
or
someone
else's
dictate,
and
so
it's
very
important
that
yeah
I
don't
necessarily
know
what
someone
on
my
team
wants
to
discuss,
synchronously
and
so
building
a
culture
around
collaboratively
sharing.
Those
agendas
is
also
super
important.
That's
a
it's
an
easy
oversight,
but
it's
deeply
meaningful
for
those
synchronous
meetings.
It's.
B
Actually
something
that's
really
interesting.
That
happens
during
a
meeting
when
you're
sharing
a
document
and
people
are
collaborating
on
it
in
real
time,
and
people
start
just
answering
questions
in
the
document
instead
of
it
by
voice,
but
everyone's
there
and
everyone's
watching
it
happen.
We
even
have
something
in
shared
documents.
When
it's
a
large
meeting,
someone
will
create
a
courser
Park.
B
You
know
when
you're
in
a
in
a
document
and
everyone's
cursors
are
all
over
the
screen,
so
they'll
create
a
little
Park
and
put
in
little
emojis
trees,
plants
and
so
forth,
and
you
can
put
your
cursor
there
while
you're
looking
at
the
document
little
things
like
that,
you
know
it
makes
it
fun,
it
makes
it
organic
and
it
makes
everyone
feel
like
you're.
You
know
having
a
little
bit
of
an
experience
while
you're
just
working
through
a
normal
meeting
agenda.
I
have.
A
Never
seen
a
cursor
park
before
and
now
I
want
to
do
it
in
every
in
every
document
that
I
had
because
it
does
become
both
visually
and
sort
of
yeah.
Distracting
right,
I
couldn't
come
up
with
what
the
right
word
for
was
for
sense,
because
sensitively
didn't
make
sense,
it
does
become
visually
distracting
to
see
the
cursor
is
bouncing
around
and
like.
Why
is
that
person
looking
at
that
thing?
But
if
I
can
scroll
using
a
mouse
wheel
or
my
trackpad
having
a
cursor
park
is
a
fantastic
idea.
B
A
So,
as
I
said,
I
live
in
Amsterdam,
but
I'm
also
lucky
in
that
I
not
only
live
in
Amsterdam
and
they
break
the
center
of
Amsterdam.
So
this
house
was
built
in
there
in
the
1600s
we're
on
the
fifth
floor
right
now,
and
this
is
an
old
nursery
that
was
all
white
with
lovely
little
pink
and
blue
polka
dots,
and
when
we
got
it,
my
wife
thought
hey.
We
should
paint
a
old-style
print
on
the
wall,
so
that's
actually
not
wallpaper.
A
It's
green
paint
and
copper
wax
on
top
of
the
on
top
of
the
paint
itself
and
I'm
a
huge
fan
of
art.
I
talk
about
the
software.
Other
people
build
I
wish
I
could
create
art,
so
that's
actually
a
giant
collection
of
playing
cards,
and
that's
only
about
a
third
of
them
playing
cards
are
portable
art,
there's
a
thriving
community
on
Kickstarter,
of
course,
a
bunch
of
music
year
and
then
camera
gear,
which
has
sadly
gone
underused
at
present
natural
light,
which
makes
life
fantastic
and
and
yeah
with
with
schools
being
closed.
A
I
have
had
the
opportunity
to
share
my
office
with
my
my
two
little
ones
during
their
school.
They
have
a
thirteen
year
old
and
a
9
year
old
and
we're
originally
from
the
US,
but
but
they
speak
Dutch
primarily
now,
over
the
last
few
years,
that's
become
their
their
prominent
language
and
so
this
interesting
sort
of
mental
challenges.
Listening
to
my
daughter's
sitting
in
here
speaking
Dutch
to
each
other,
while
I
try
to
have
in
English
most
of
the
time.
A
A
My
co-workers
folk
I
have
the
opportunity
to
lead
to
feel
comfortable
with
the
fact
that
life
intrudes
into
work
just
like
sometimes,
work
intrudes
into
life,
and
so
my
daughter's
come
in,
and
you
know
when
there's
a
late-night
meeting
I'll
often
go
give
them
a
hug
and
a
kiss
goodnight
on
camera,
because
it
matters
to
me
that
they're
deeply
important
part
of
my
life
and
so
I
want
the
folk
that
I
care
deeply
about
at
work.
To
know
about
the
other
deeply
important
part
of
my
life,
my
children
as
well
absolutely.
B
A
This
is
very,
very
specific
to
Amsterdam
the
canals
have
been
largely
closed,
particularly
during
the
holidays,
because
they
didn't
want
too
many
people
on
boats
floating
past
too
recently
see
the
canals
open
up
and
watch
families
and
friends
on
boats
going
past.
I
have
I've
very,
very
rarely
left
the
house
over
the
last
75
days
and
to
see
humans,
eating
and
drinking
and
smiling
and
laughing
and
loving
and
being
human
again
on
a
canal
is
without
question.
The
most
beautiful
thing,
I've
seen
from
my
window
reasons,
hello,.
B
B
Well,
thank
you
so
much
Tyler.
It
has
been
wonderful
to
have
you
here.
I've
I
enjoyed
this
conversation.
I
want
to
also
thank
everyone.
Who's
been
viewing.
If
you
have
questions
for
future
conversations,
please
tweet
them
to
us
at
gitlab,
or
you
can
follow
up
with
Tyler
at
tyler
Hanan
and
be
sure
to
watch
the
rest
of
our
episodes
on
the
YouTube
playlist.
We
are
going
to
be
releasing
them
weekly
and
we
hope
to
see
you
and
hear
from
you
soon.
Thank
you.