►
Description
During a private session with Heavybit members, We invited GitLab Head of Remote Darren Murph to share his experience and advice for cultivating a highly effective, happy remote team. Read our key takeaways here: https://www.heavybit.com/library/blog/remote-team-tips-gitlab/
For more developer focused content, visit https://www.heavybit.com/library
A
So
I'm
Darren
I've
been
working
remotely
in
across
the
spectrum
of
remote
for
over
14
years,
so
it
was
a
lot
harder
to
work
remotely
when
edge
was
the
fastest
mobile
connection.
Technology
available
and
laptop
batteries
lasted
about
14
and
a
half
minutes.
Those
were
fun
days,
we've
come
a
long
way
and
I
will
say
to
everyone's
point.
What's
happening
right
now
is
very
much
not
remote
work.
This
is
kind
of
crisis,
driven
work
from
home,
where
you
don't
even
have
some
of
the
perks
of
remote
like
going
to
a
cafe
and
I'll
address.
A
A
So
we
have
a
lot
a
fifth
of
our
company
now
that
they
themselves,
even
though
we're
all
remote
they're
in
a
strange
predicament,
because
their
home
is
not
amenable
to
remote
work
and
they're
used
to
going
to
a
co-working
space
or
external
office
and
they've
kind
of
been
shoot
wand.
It
so
they're
getting
come
a
taste
of
this
with
the
broader
world
you're.
A
Seeing
so
with
that
I'm
gonna
punch
over
to
the
presentation,
I'm
gonna
try
to
leave
a
lot
of
time
for
Q&A
I
want
to
make
sure
that
what
I'm
saying
is
directly
applicable
to
your
teams.
I
know
your
time
is
valuable,
so
I
just
want
to
give
you
an
overview
of
where
I'm
coming
from
and
some
lessons
that
we've
learned
that
get
lab
and
then
I'll
open
it
up
any
question
any
scenario
nothing's
taboo
get.
My
was
extremely
transparent,
I
love
that
about
their
values.
You
can
ask
me
literally
anything
I've
seen
a
lot.
A
A
So
the
point
here
is
to
give
you
a
foundational
toolkit
to
thrive
as
a
remote
team,
because
a
lot
of
you
are
operating
with
remote
teams
right
now
and
you
might
not
feel
like
you're
thriving
and
it's
like
it's
one
thing
to
stumble
through
it
and
operate
as
a
remote
team.
It's
another
thing
to
thrive
as
a
remote
team
to
the
point
where
you
see
long-term
advantage
to
doing
it.
A
One
of
the
core
questions
I
want
to
keep
in
mind
here
is
what
do
you
and
your
teams
need
in
order
to
effectively
work
remotely
and
a
lot
of
companies
that
team
leaders
will
immediately
go
to
tools,
especially
if
they're
you're
thrust
into
it
like?
What
is
the
tool
that
we
need?
What
are
the
tools
one
of
the
apps
and
that's
definitely
a
part
of
it,
but
as
you'll
see
so
much
of
what
holds
the
the
glue
that
holds
get
lab
together
over
1200
people
across
65
countries?
A
No
offices,
it
really
starts
with
culture,
process
and
mentality,
and
that
is
the
hardest
thing
to
wrap
your
head
around
when
you're
already
in
high
alert.
So
we're
going
to
talk
about
how
to
get
grounded
on
that
and
set
your
team
up
for
success.
I've
introduced
myself
somewhat,
but
I
want
to
give
you
some
POV
on
what
I
do
it
get
lap.
So,
as
I
mentioned,
we're
1200,
plus
people
across
over
65
countries,
the
world's
largest
all
remote
company,
we
have
no
offices
from
inception,
we've
been
remote.
A
So
if
you
want
to
visit
our
executive
team,
you're
gonna
have
to
make
an
arrangement
to
go
visit
them
at
their
apartment
or
once
the
world
gets
back
to
normal
at
a
local
Starbucks.
If
you
look
up
get
lab
on
Google
Maps,
it
will
very
sadly
take
you
to
a
UPS
Store
and
we've
had
a
lot
of
people
comment
on
that
address
and
where's
kit
lab.
That's
where
we
get
our
taxes,
that's
it.
A
We
are
the
world's
largest
automotive
organization
and
that
enables
us
to
share
learnings
of
successes
of
failures
of
iteration.
We've
been
remote
since
the
beginning,
but
three,
the
three
co-founders
were
in
various
countries,
so
we
were
remote
from
the
start.
We
came
to
Y
Combinator,
they
forced
us
to
get
an
office
because
it's
the
thing
you
do
and
within
three
days
no
one
came.
Everyone
stopped
showing
up
and
work
still
got
done,
so
we
were
like
well,
let's
just
stop
paying
money
for
this
lease
and
just
keep
working
and
that's
how
we
became.
A
Although
we
didn't
set
out
to
do
it,
it
just
made
sense
to
spend
money
on
people
tools
and
technology
instead
of
real
estate.
Pretty
simple
and
the
fabric
of
that
was
built
from
the
foresight
to
document
everything,
even
the
values
and
culture
at
the
very
beginning,
so
that
me
joining
six
years
later.
I
get
all
the
benefits
of
the
founders,
starting
that
when
they
did,
and
so
we'll
talk
a
little
bit
about
how
important
that
is,
and
the
long-term
benefits
of
that.
A
We
actually
just
produced
a
remote
work
report
this
month
and
it's
linked
here
and
we
can
send
this
around.
But
I
would
encourage
everybody
to
look
at
this
crazy
enough.
We
actually
envision
this
late
last
year,
well
before
Kogan
19
and
we
actually
started
polling
in
late
January,
and
so
this
wasn't
directly
tied
to
it.
But
it's
it's
more
valuable
than
ever.
This
polled
over
3,000
people
globally
that
already
work
remotely
across
the
spectrum,
aluminium
remote.
So
some
people
are
in
the
minority.
A
Most
of
their
team
goes
into
an
office
and
they're
of
the
10%
that
does
it.
Some
people
are
more
50/50
and
a
pure,
hybrid,
remote
intentionally
hybrid,
remote
setting,
and
then
some
of
them
were
all
remote
and
you
definitely
see
a
massive
increase
of
companies
going
that
direction
and
I
think
what's
happening.
Now
is
only
going
to
increase
that
we've
always
said
that
one
of
the
big
reasons
to
go
all
remote
is
it
significantly.
A
San
Francisco
strike
never
solved
the
real
estate
increase
coming
and
now
they're
having
the
relocated
to
South,
San
Francisco,
and
that's
not
free
so
by
decoupling,
geography
and
work
as
a
business
you're.
Actually
we're
moving
a
lot
of
risk
and,
of
course,
with
this
health
crisis.
Now
companies
that
are
in
two
or
three
areas
like
Milan,
struggling
a
lot
more
than
areas
where
it's
not
as
widespread,
yet
so
for
leaders.
Why?
Why
look
at
this?
It
gives
you
a
lot
of
stats
on
what
makes
for
Motors
tick.
A
What
are
the
reasons
that
they
love
doing
it,
and
what
are
the
challenges
still
in
place
that
you
need
to
be
aware
of
as
a
leader
to
address
I
covered
this,
but
just
to
give
you
some
idea
of
how
big
it
lab
is.
We
are
1,200
people,
but
it's
for
its
open
court
and
our
our
remote
knowledge
is
fully
open
sourced,
and
so
we
have
tons
of
contributors
that
contribute
and
in
fact
we
get
live
values
page,
which
is
going
to
be
increasingly
important,
absolutely
vital
for
a
remote
team.
A
We
actually
have
outside
contributors,
make
suggestions
on
how
to
make
our
values
better.
Sometimes
it's
just
a
typo
or
formatting
cleanup,
but
sometimes
with
some
really
good
substantiate
errs
and
it's
it
has
helped
us
grow
as
your
mobile
organization
by
empowering
everyone
to
contribute
and
I'd
say
within
your
teams.
This
is
really
important
as
people
get
spread
out
and
especially
if
you're
in
a
hybrid
scenario,
where
there's
two
classes
of
people
there's
the
class
that
goes
into
the
office
and
then
there's
the
class
that
doesn't
no
matter
what
you
do.
A
That
will
always
be
a
two
class
operation
and
you
need
to
just
be
honest
about
it.
There
may
be
business
reasons
why
you
need
it,
but
don't
just
ignore
it,
because
the
people
outside
of
the
office
will
absolutely
know
it,
and
there
is
I
have
seen
in
our
report
shows
this.
The
amount
of
isolation
and
mental
health
issues
and
the
the
risk
of
the
fear
of
missing
out
goes
up
exponentially
for
remote
errs
that
are
working
with
people
that
are
in
the
office
at
all
remote
team
and
we're
all
on
a
level
playing
field.
A
There's
no
office
to
miss
out
on
there's
no
physical,
happy
hours
to
miss
out
on
so
that
goes
down
precipitously
in
all
remote
teams,
I'm,
not
saying
isolation.
It
doesn't
happen
and
we'll
touch
on
that,
but
just
be
cognizant
that
if
you're
operating
a
hybrid
remote
II
mean
you
take
intensional
steps
aren't
addressing
that
and
into
a
founders
point
earlier,
have
empathy
for
the
people
that
are
not
in
the
office
a
lot
of
people.
A
Don't
they
work
remotely
because
they
don't
want
to
commute
to
the
office
every
day,
but
that
doesn't
mean
they're,
not
human,
and
every
now
and
again,
they'll
miss
some
of
that
interaction.
So
let's
talk
about
the
challenges
of
remote.
We
definitely
believe
that
it's
the
future.
Well,
the
next
term
forces
are
rushing
this
implementation.
There
are
gonna
be
issues
here.
Are
the
common
questions
we're
seeing
on
manage
remote
team?
What
tools
do
we
need?
How
much
communication
is
too
much
and
who
is
in
charge
of
our
remote
transition?
A
For
that
last
question,
if
you're
not
asking
that,
you
definitely
should
be
a
lot
of
companies,
just
assume
that
operations
will
handle
it,
or
maybe
the
people,
group
or
HR
group
will
handle
it
and
what
I've
seen
is
there
in
reality,
it's
kind
of
common
both
and
one
of
the
things
I'll
touch
on
in
a
bit.
Is
it's
really
important
if
you're
being
forced
into
this
and
you're,
not
really
ready
for
it?
A
It's
important
to
establish
a
remote
leadership
team
and
it
can
be
cross-functional
if
you
don't
have
time
to
hire
someone
else
in,
but
there
needs
to
be
a
task
force
on
just
getting
the
remote
transition
right.
If
you
just
assume
you
can
leave
your
usual
operations
in
the
office
and
then
move
over
to
remote
and
everything
is
just
going
to
naturally
work.
A
You
don't
need
feedback
mechanisms,
it's
going
to
create
a
lot
of
friction
in
a
time
of
where
there's
already
a
lot
of
dysfunction,
and
you
don't
want
that
to
be
added
on-
and
this
is
just
a
glimpse
of
like
the
entire
world
is-
is
going
remote
overnight,
which
is
presented
an
interesting
scenario
forgive
up
and
for
everyone
else.
The
companies
that
were
staunchly
against
this
that
we're
strongly
investing.
You
know
we
have
a
quote
in
office
culture
whatever.
That
means
like
now,
that's
out
the
window,
so
what
has
happened
is
remote.
A
A
If
you
have
people
working
even
in
the
same
office
building
but
on
different
floors,
they
are
removed
to
each
other,
and
so
it's
worth
laying
the
remote
infrastructure
even
four
floors,
three
and
five,
to
communicate
more
seamlessly
and
to
make
sure
that
something
doesn't
get
lost
in
the
ether
and
to
make
sure
that
someone
outside
of
that
if
they
were
sick
that
day,
whatever
it's
contact
whenever
they
come
back
in
and
jump
in
midstream,
and
so
the
things
you
put
in
place
now
will
actually
have
longer
tail
benefits.
So
it's
worth
doing
it
right
now.
A
It
will
make
your
company
what
I
like
to
say
is.
It
will
make
your
company
more
remote,
fluent
going
forward
and
as
a
smaller
company.
Now
is
the
time
to
do
it
because
it
gets
exponentially
more
difficult
to
do
this,
as
you
grow,
I've
actually
had
conversation
with
some
huge
companies
and
they're
trying
to
do
this.
Suddenly
they
have
tens
of
thousands
of
people
working
remote
and
they
never
laid
the
groundwork
from
a
documentation
of
process
and
culture
standpoint
and
it's
an
absolutely
nightmare.
A
So
do
it
early,
do
it
intentionally
and
as
your
company
scale
as
your
company
scales,
the
benefits
will
become
outsized
and
in
this
moment
in
time,
any
of
your
competitors
that
didn't
bother
to
do
this
you'll
run
circles
around
them
just
from
an
efficiency
standpoint,
all
right,
the
three,
the
three
big
challenges,
workspace,
comms
and
mindset-
and
this
is
primarily
for
people
that
have
been
thrust
into
it,
as
we
had
already
heard
discussed
what,
if
my
home
isn't
designed
to
be
an
office.
What
if
I
actually
wants
like
leave
my
house?
A
This
presents
a
challenge
to
me
cons.
We
never
thought
about
structuring
our
communication,
we're
just
all
in
an
office.
We
all
just
have
each
other
on
shoulder.
You
know
it
just
it
just
happens.
It's
spontaneous
what
happens?
The
biggest
thing
here
is
mindset.
I
can't
do
this.
What
do
we
do?
What's
gonna
happen?
If
this
happens,
core
advice
here
break
all
the
rules.
If
you
need
to
some
things
are
gonna
seem
weird
until
they
don't
and
then
it's
just
gonna
become
second
nature.
Yesterday
we
had
a
get
lab,
All
Hands
call.
A
We
had
over
600
people
and
it
zoom
chat
and
there's
no
moderator
like
we
all
just
know
instinctively.
When
we
can
pipe
up
when
we
need
to
let
someone
else
talk.
We
have
an
agenda
doc
attached
to
that
meeting,
and
so
everyone
is
able
to
type
their
question
in
they
see
when
someone
is
verbalizing
it
they
see
when
it's
their
turn.
It
just
works.
I
had
a
conversation
with
someone
coming
from
a
co-located
space
and
they
could
not
ever
imagine.
A
You
could
have
600
people
at
one
time
and
have
an
effective
meeting,
but
it
just
becomes
second
nature.
It
seems
awkward
until
it
doesn't
want
to
share
some
best
practices
from
our
trials
and
tribulations
and
on
the
break
old
habits
front.
We
can.
We
can
talk
more
in
depth
about
this
if
any
of
this
I'm
gonna
go
through
this
quickly,
but
if
any
of
it
interest,
you
feel
free
to
bring
up
a
specific
question
on
it
and
I'd
love
to
screen
share
every
question
should
be
a
link,
and
so
what
I
mean
by
that
is.
A
A
If
you
cannot
do
that
and
you
need
to
go
find
the
answer,
it
has
never
been
documented
before
that's
fine
go
find
the
answer,
answer
the
person
and
then
immediately
document
it
in
the
handbook,
whatever
that
single
source
of
truth
is
with
the
thought
being
you're
paying
it
forward.
Anyone
who
has
this
question
henceforth
will
just
be
able
to
query
the
handbook
and
find
the
answer,
instead
of
bothering
anyone
in
the
company
now
as
a
10
person
company.
A
Maybe
that
doesn't
get
you
a
lot
of
efficiency
but
as
you
scare,
with
1200
people
that
is
1200
X,
less
shoulder
taps
daily,
unjust,
basic
questions
and
if
you're,
in
a
situation
now
we're
like,
we
don't
have
a
handbook.
We
don't
have
a
single
source
of
truth,
hire
a
documentarian
higher
ascribe
to
just
shadow
every
meeting,
just
be
there
to
contextualize
and
put
this
down
in
one
centralized
place.
There
are
a
ton
of
freelance
writers
out
there
right
now
with
nothing
to
do,
and
they
would
be
an
amazing
asset
to
your
team.
A
Journalist
and
former
journalists
are
amazing
for
this,
because
they
think
in
terms
of
telling
a
story
they
don't
just
transcribe
like
a
robot.
They
will
listen,
listen
for
stories,
format,
it
contextualize
it
and
get
it
down
in
one
place.
So
a
lot
of
people
say
like
I,
don't
have
time
to
document,
there's
the
old
adage
of.
If
you
don't
have
time
to
do
it
right.
A
When
are
you
gonna
have
time
to
do
it
over,
and
this
is
a
core
part
of
ensuring
that
a
remote
team
is
on
the
same
page
and
can
get
to
the
same
page
if
they're,
not
by
having
this
single
source
of
truth,
quick
anecdote
on
how
we
use
slack,
we
actually
expire
our
slack
messages
after
90
days
and
I'm.
Gonna
talk
a
little
bit
about
this,
but
this
is
one
of
the
key
forcing
functions
to
doing
remote,
write
into
making
your
entire
team
think
remote
first.
So
we'll
be
like.
Why
would
you
do
that?
A
Because
if
you
don't
do
that,
work
will
happen
in
slack
and
here's
the
problem
with
pork
I've
been
in
slack,
it
never
ends
in
slack.
You
either
have
to
send
it
to
a
client.
You
have
to
take
it
somewhere,
like
you
can't
just
ship
off
slack,
so
you
always
have
to
port
something
which
is
massively
inefficient,
and
so
we
want
the
work
to
begin
where
it
needs
to
end
up
which,
in
our
case,
is
a
maggot
lab
issue.
A
So
we
expire
the
messages
so
that
people
know
they
can't
just
hit
ctrl
F
and
query
some
that
happened
this
life
it's
going
to
disappear.
The
side
benefit
of
that
is.
We
use
like
pretty
much
exclusively
for
informal
communication,
which
is
one
of
the
biggest
gaps
that
people
are
trying
to
fill
if
they're
going
from
in-office
to
remote.
What
I
mean
by
that
is
like?
Oh
I,
don't
have
a
water
cooler
anymore.
Where
can
I
just
talk
about
things
with
people
that
aren't
related
to
work?
Slack
is
perfect
for
that
you'll
see
in
this
screenshot.
A
We
have
a
channel
called
in
the
Parenthood.
It's
just
for
parents
that
want
to
join
and
talk
about
how
crazy
their
kids
are
and
I'm
not
kidding.
It's
like
I
have
a
seven-year-old
that
won't
get
dressed
in
the
morning.
Does
anybody
also
have
a
seven-year-old
like
with
any
tips
on
corralling
these
crazy
beings
and
we'll
talk
about
that
and
it's?
Why?
A
Because
that's
something
that
probably
would
not
get
talked
about
in
office,
but
it's
totally
cool
to
talk
about
it
remotely,
and
so
we
have
more
intimate
bonds
and
more
informal
communication
because
we
structure
this,
but
it
takes
intentionality.
If
you
just
throw
your
team
remote
and
no
one
creates
channels
to
talk
about
anything
other
than
work,
guess
what
no
one
will
talk
about
anything
other
than
work
and
they'll
get
massively
isolated
and
they'll
start
missing
the
social
interaction.
A
So
the
difference
is
you
have
to
be
intentional
about
giving
people
a
place
in
a
portal
and
a
medium
to
talk
about
things
that
they
otherwise
normally
would
create
the
virtual
water-cooler
for
them
and
then
that's
where
people
will
go
to
engage
on
that.
Maybe
organizers
and
dr.oz
I
touched
on
this
a
little
bit
but
I
get
lab.
A
You
cannot
have
a
meeting
without
a
Google
Doc
agenda
attached
to
it
if
it
doesn't
and
you
get
an
invite
for
that,
you
can
just
immediately
hit
decline
and
it's
like
no
harm
done,
because
you
can't
waste
my
time.
If
there's
not
an
agenda.
This
is
not
an
inclusive
way
to
have
a
meeting.
It
doesn't
allow
people
to
contribute
asynchronously,
so
we're
just
not
gonna
do
it.
Every
meeting
has
to
have
an
agenda.
This
acts
as
a
forcing
function
on.
A
A
Let's
just
sort
of
get
lab
issue
tagged
the
people
that
need
to
be
tagged,
I,
miss
someone,
someone
else
in
the
tag
will
know
it.
They'll
tag
the
other
people,
let's
just
start,
having
a
conversation
that
can
span
the
globe
in
times
those
instead
of
trying
to
freak
out.
Let's
get
somebody
up
at
2:00
in
the
morning
and
have
a
synchronous
meeting.
We
try
to
avoid
that
at
all
cost
and
by
making
meetings
hard
to
have
it
acts
as
a
good,
forcing
function
to
start
doing
things
differently.
A
I'll
leave
these
other
links.
We
can
discuss
these
if
I
mentioned
the
co-working
space
as
well.
If
anybody
has
additional
questions
on
that,
you're
happy
you're
welcome
to
ask
at
the
end.
How
do
we
make
all
remote
work?
I
mention
these
two
to
some
degree,
but
there's
a
huge
value
and
have
a
single
source
of
truth.
If
you
don't
have
this
now
ask
me
a
question
about
it:
I'll
help
you
get
started
on
it
absolutely
essential,
embracing
asynchronous
workflows.
A
If
you
do
not
do
this
early,
you're
doomed
and
the
one
thing
I
would
say,
is
time
zones
are
a
real
bear
when
you're
3
to
10
people,
they
actually
get
massively
easier
at
scale
on
an
all
remote
team
and
here's
what
I
mean
by
that.
We
have
people
across
65
countries,
so
the
most
major
time
zones
and
even
some
random
time
zones
are
covered.
So
now
it's
almost
every
team
has
someone
falling
over
by
2
or
4
hours,
where
work
can
just
easily
happen
around
the
globe.
It's
not
like
oh
shoot.
A
You
know,
there's
no
one
within
8
or
12
hours
of
me.
This
project
isn't
gonna,
get
moved
forward,
but
for
half
a
day,
so
stick
stick
with
it.
I
would
encourage
you
to
hire
people
far
away
from
you.
It's
gonna
hurt
early
on
and
then,
as
you
hire
more
people
in
between
you're
gonna
love
it
and
it
becomes
a
lot
easier
than
then
ton
zones
at
scale
for
co-located
companies,
where
someone
always
has
to
compromise
on
the
meeting
time
and
building
trusting
community.
A
All
the
tools
in
the
world
are
gonna
be
meaningless
if
you
don't
lead
with
a
culture
of
trust,
instead
of
one
of
micromanagement
and
fear,
there's
plenty
of
that
already
and
it
is
felt
in
your
team's
and
it's
weird,
but
if
you're
a
worker
in
a
remote
situation-
and
you
feel
like
your
leader-
is
over
your
shoulder,
even
in
your
home,
it's
actually
worse
than
than
being
over
your
shoulder
in
an
office,
it
has
compounded
negative
effects.
Don't
do
that
handbook
first
documentation.
This
is
a
glimpse
at
our
handbook.
A
A
If
you
haven't
seen
them
and
it
start
out
by
just
creating
an
FAQ
who
is
the
DRI
for
an
IT
issue,
who's
the
DRI
for
an
HR
issue,
these
things,
if
you
could
normally
just
go
tap
someone
on
the
shoulder,
and
you
can't
now
write
that
down
the
second
error
they
had
to
make
this
work.
It's
have
a
feedback
mechanism
for
your
entire
team
to
say:
hey
I,
don't
know
who
to
go
to
for
this.
There
should
be
no
shame
in
that
and
you'll
see
common
threads
of
people.
Don't
know
where
to
go.
A
We
should
document
answers
to
that.
That's
how
you
prioritize
what
the
document
first,
they
sync
workflows.
The
easiest
way
to
get
people
in
the
mindset
of
embracing
a
sync
is:
how
would
I
move
this
project
forward?
How
would
I
do
this
next
piece
of
work,
if
literally
everyone
else
in
the
company
was
asleep?
Now
that's
never
gonna
work
for
everything,
but
if
you
start
that
with
that
thought
in
everything,
you
will
force
your
brain
to
think.
Okay,
what
kind
of
context
can
I
add
to
this
project?
Where
can
I
put
this?
A
Where
can
I
document
is?
How
can
I
communicate
this
such
that
whenever
someone
else
wakes
up,
they
can
take
it
from
here
anything
you
can
do
to
stop
the
torturous
loop
of
synchronous
meetings.
It
will
help
you
massively
as
you
scale
this
isn't
applicable
now,
but
the
non-linear
workday
once
the
world
gets
back
to
normal
is
something
that's
really
cool.
A
A
lot
of
people
will
say
you
know,
stick
to
the
routine
if
you're
going
from
office
to
remote
and
I
would
say,
if
you're
really
used
to
it,
probably
a
good
place
to
acclimate,
but
as
you
get
into
it,
I
would
say:
experiment
with
breaking
the
routine
and
finding
a
routine
that
may
work
better
for
you
from
a
Productivity
standpoint,
transitioning
to
remote,
I.
Think
I
heard
this
mentioned
earlier.
The
easiest
way
to
do
this
and
mean
it
is
to
get
the
executives
out
of
the
office.
A
As
the
executive
team
goes
remote
and
helping
document.
What
is
our
roadmap
to
filling
these
gaps?
Look
like
our
utility
belt.
It
doesn't
look
exactly
like
that,
but
that's
a
that's
a
fun
graphic.
Our
tools.
Tech
is
really
minimal
and
I
would
encourage
people
that,
if
you're
being
transitioned
in
the
remote
inadvertently
minimize
the
tool
stack.
The
last
thing
you
want
to
do
on
top
of
all
this
crazy
chaos.
It's
like
here's,
a
new
tool.
If
you
can
avoid
that
avoid
it,
we
stick
with
zoom
slack,
get
lab
and
Gmail.
A
We
have
a
few
divisions
of
the
company
like
our
marketing
ops,
that
uses
Marketo
and
Salesforce,
but
for
the
entire
company.
We
really
stick
to
those
four
things
and
slack
actually
has
video,
so
you
can
simplify
it.
One
further,
if
you
didn't
want
to
use
them
and
just
use
five
for
video
get
lab,
is
our
async
tool
of
choice.
If
you
can
implement
an
async
tool
or
you
have
one
that
can
operate
like
that,
I
would
say
they
lean
into
that
for
sure.
A
As
I
mentioned
earlier,
we're
trying
to
open-source
all
of
our
knowledge,
so
I've
stood
up
over
30
guides
on
how
we
do
everything
remotely.
You
would
need
a
lot
of
time
to
read
that,
but
I
have
cut
down
a
lot
of
it
into
two
starter
guides
on
emergency
kits
one
for
leaders,
one
for
workers
and
we
can
share
those
links
around
make
sure
you
get
those
after
after
this
call.
But
if
you
want
to
see
all
the
guides
that
are
all
remote
dot
info
there's
the
hashtag
in
my
Twitter
handle
you're.