►
From YouTube: Remote Work - Interview w/ Miki Johnson of Job Portraits
Description
Miki Johnson at Job Portraits Discusses Remote Work w/ Darren Murph & Sid Sijbrandij
A
B
Yeah
so
I'm
one
of
the
cofounders
of
job
portraits
and
we're
an
employer
branding
agency,
but
we
also
help
different
teams
create
content
around
all
sorts
of
things
related
to
people,
ops
and
so
we're
working
on
a
story
and
remote
work
and
we're
excited
to
talk.
I
get
love
to
you
and
honestly
I've
been
I
had
I
knew
about
you
guys
before,
but
I'd
been
really
diving
into
a
lot
of
your
documents
about
how
to
work
remotely
preparing
for
this
and
it's
it's
so
inspiring.
B
B
A
My
co-founder
was
from
the
Ukraine,
and
our
first
employee
was
from
Serbia.
I
was
in
the
Netherlands
and
then
I
have
a
lot
of
money.
So
we
kind
of
couldn't
afford
to
bring
everyone
together
and
we
hired
people
in
the
Netherlands
and
they
came
to
my
place.
I
had
a
spare
desk
in
a
room
where
I
worked
and
they
came
for
a
couple
of
days
and
I
started
working
from
home
because
everyone
was
doing
that
we
were
set
up
that
way.
A
A
We
we
got
an
office,
got
ten
desks
in
it
and
we
figured
we'd
be
a
co-located
company,
but
people
kind
of
stopped
showing
up
after
a
couple
of
days,
because
there
was
no
need
to
and
tends
to
be
an
hour
hour
long
one-way
commute
in
the
Bay
Area.
So
they
say
with
a
bunch
of
time
and
I
kind
of
happened
every
time
we
hired
an
exact,
and
they
said
it's
not
gonna
work
for
this
or
that
so
I
got
a
gokula.
We
got
to
be
co-located
with
my
team
and
we're
like
that's
totally
cool.
A
A
B
A
A
A
So
those
are
things
I
think
are
much
easy
when
you're,
remote
and
just
another
thing
is
like
this
cold
like
we
record
it
and
the
recording
is
gonna,
be
pretty
good
because
we
all
have
a
good,
webcam
and
audio
and
we're
not
filming
some
table
where
there's
a
small
dot
off
a
person
at
the
end
of
it.
So
recording
things
and
writing
things
down
is
I.
Think
your
not
a
big
benefit
of
remote
that
allows
companies
to
scale
better
yeah.
D
Know
from
from
my
POV
on
the
hiring
front,
one
of
the
beauty,
one
of
the
beauties
of
all
remote
is
that
everyone
is
on
a
level
playing
field
and
I've
worked
in
remote
environments
where
there
have
been
various
headquarters,
and
then
there
was
a
small
subset
of
people
that
were
remote
and
regardless
of
how
hard
the
HQs
tribe,
the
remote
people
would
always
miss
out
on
information.
There
was
there
would
always
be
kind
of
Holly
chatter
or
elevator
chatter.
D
You
miss
out
on
a
few
things
and
then
that
accumulates
to
a
medium-sized
thing
and
then
a
large
thing,
and
you
just
spend
a
lot
of
mental
energy
every
day,
just
trying
to
capture
information
that
people
share
on
site,
but
then
forget
to
distribute
far
and
wide.
So
when
your
whole
team
is
remote,
you
don't
have
that
problem,
because
everyone
is
always
cognizant
of
the
fact
that
no
one
is
next
door
to
them.
D
You
aren't
judged
based
on
your
geography.
Well,
we'll
take
all
the
insight
and
knowledge
and
how
we
can
get
wherever
that
may
be,
so
I
think
people
love
being
able
to
come
in
with
that
level
playing
field
and
they
don't
feel
like
they're
kind
of
a
second-class
citizen
if
they
don't
choose
to
move
to
HQ
a
lot
of
times.
What
happens
is
promotions
and
raises
tend
to
go
to
people
that
show
up
in
person
a
lot
we're
humans?
D
We
tend
to
just
have
a
bias
to
prefer
people
we
see
more
often
at
that
physical
contact
and
in
an
all
remote
setting.
You
don't
have
to
worry
about
that
and
it's
it's
an
amazing,
liberating
feeling
to
not
have
to
sweat
that
and
try
to
balance
like
should
I
up
and
move
so
I
can
be
in
person
or
should
I
stay
remote
when
it's
all
remote,
it's
more
of
a
level
field
on
that
front,
yeah.
B
Sure
I
think
the
documentation
thing
must
be
huge.
I
know
like
one
of
the
things
we're
curious
about.
Is
you
know?
How
does
this
remote
situation
really
set?
You
guys
up
for
long-term
success
as
a
company,
and
it
seems
like
one
of
the
things
is
that
it's
really
forcing
documentation
right,
which,
like
everyone
knows,
is
a
positive,
but,
like
you
said
it's
more
of
a
habit
than
a
chore
where
it
is
most
places.
Do
you
guys
have
any
examples
of
like
a
place
where
documentation
is
really
important?
A
That
in
general,
remote
forces
you
to
do
things
you
should
be
doing
anyway
earlier
and
better
and
more
extensively,
and
the
documentation
is
a
good
example.
We're
fast
growing
started
or
growing
from
400
to
over
a
thousand
people
this
calendar
year.
And
that
means
that
if
you
don't
have
a
great
onboarding
and
if
people
have
to
ask
questions
in
order
to
know
what's
in
the
in
order
to
do
their
job,
you're
gonna
have
a
lot
of
inefficiency,
a
long
ramp
up
times
and
we're
not
perfect.
But
our
handbook
is
over
3,000
pages,
I.
B
Yeah,
that's
interesting,
so
it's
like
the
onboarding
is
really
great
because
the
documentation
is
really
great
and
then
people
probably
get
in
RUP
did
with
silly
questions
a
lot
less
right
because
there's
like
great
onboarding
and
documentation
and
then
you
said
people
are
more
responsive
to.
Where
does
that
piece
fit
in?
Because.
A
If
you
get
if
every
supposed
like
most
people
are
doubling
their
team,
there's
some
teams
that
are
tripling
if
you're
tripling
your
team
as
a
manager
and
everyone
asks
the
same
thing-
questions
they
need
to
do
their
job.
You're
gonna
get
you're
gonna
zone
that
out,
like
you're,
not
gonna,
be
as
responsive
to
questions,
hoping
that
someone
else
will
pick
up
the
slack
just
because
you
don't
have
that
many
hours
in
a
day
and
because
that's
not
happening
people.
A
B
A
D
Been
yeah,
I
was
just
gonna
say
that
we
we
love
to
answer
questions
with
a
link.
So
if
someone
asks
you
a
question
that
you've
never
heard
before,
and
we
can't
find
it
already
answered,
we
love
that
because
we'll
answer
it
and
then
we'll
publish
it
to
the
handbook
and
then
send
you
the
link
with
the
answer
there
for
anyone
that
comes
after
you,
even
5,
10
20
years
from
now,
there's
documentation
of
that
answer
where
you
can
just
answer
with
a
lake
nothing.
This
is
really
big
for
cultural
sustainment
as
well.
D
If
you
look
at
a
company,
that's
been
around
40
or
50
years
as
a
new
hire
you
come
in
and
you
try
to
get
a
bead
on
what
the
company
is
about.
What
the
workflows
are
about.
You
just
kind
of
get
a
hand-me-down
of
a
hand-me-down
of
a
hand-me-down
over
decades.
This,
and
so
whatever
you
hear,
is
just
kind
of
like
the
most
recent
or
the
most
topical.
If
there
wasn't
documented
from
the
very
beginning,
how
do
you
even
see
how
it
has
evolved
over
time?
What
changes
have
been
made?
B
Yeah
that
makes
a
lot
of
sense.
I
want
to
dig
into
the
handbook
for
just
a
sec,
because
it
is
so
extensive.
It's
such
an
incredible
resource
and
I'm
super
curious
about
how
it
gets
built
so,
like
you
said,
like
you're
and
I've
read
a
little
a
little
bit
about
your
process,
so
I
think
I
get
it
but
I'd
love
to
hear
you
guys
talk
about
it.
B
So
the
idea
of
like
answering
with
a
link
is
the
idea
that,
like
if
there's
a
question
that
comes
up-
and
it's
not
addressed
anywhere,
it's
sort
of
anyone
and
the
company
has
the
like
authority
to
then
say:
here's
the
answer
and
put
it
directly
into
the
handbook
and
then
what's
the
process
kind
of
after
that,
because
I
think
a
lot
of
people
think
this
is
a
nice
idea
right
to
have
this
much
transparency
or
this
much
ownership
distributed.
But
then
leadership
gets
like
nervous.
It's
like
Oh!
B
A
A
With
the
handbook
is
really
important
to
us
that
there's
a
split
between
the
person
who
can
propose
things
and
a
person
who
merges
them
in
and
we
I'm
on
the
record,
saying
that
wiki's
don't
scale
for
this
reason:
wikis
it
tends
to
be
the
same
person
and
doing
that
in
one
action
and
at
skill.
I,
don't
think
that
that
works
with
us
our
mission
is
everyone
can
contribute.
So,
even
if
you
don't
work
at
your
lamp,
you
can
suggest
an
improvement
to
the
handbook.
C
A
What
we
try
to
do
is
I
did
a
person
who,
like
gives
an
answer
document
said,
or
the
person
who
caught
the
answer-
documents
it,
which
is
much
more
rare,
so
that's
something
to
work
on,
but
it
also
means
that
the
the
leadership
and
sale
have
little
time.
So
it's
really
important
to
have
everyone
in
the
company
contributing
changes
to
the
handbook,
and
we
want
to
keep
kind
of
bar
to
doing
that
very
low
and
everyday.
There's.
Tens
and
tens
of
changes
made
to
ten
by
all
kinds
of
people.
B
But
so,
basically,
like
and
I
know,
you
guys
are
really
big
in
the
merge
request.
Right,
like
everything
starts
at
the
merge
request,
I
read
about
it,
so
the
idea
is
people
can
make
suggestions,
but
then
there's
still
someone
sort
of
like
ultimately
making
the
decision
of
what
actually
gets
merged
in
or
doesn't
exactly.
B
I'm
wondering
a
little
bit
about
like
like
what
company
are
there
companies
that
you
would
not
recommend
full
remote
to,
or
maybe
another
way
of
asking
it
is
like?
What
does
a
company
need
to
have
to
be
able
to
do
full
remote
write
like
what
are
what
are
the
potential
downfalls
of
it
or
how
does
it
not
work
for
companies?
Yeah,
I,.
A
Think
you
should
do
all
remote
when
you
have
a
physical
component
to
your
business.
So
if
you're
running
a
storefront,
if
you're
doing
hardware
in
those
cases
I
don't
think
it
makes
sense.
So,
but
if
your,
if
your
company's
composed
of
knowledge
workers
who
produce
diesel
output,
then
I
I
do
think
it's
it's
it's
the
new
way
of
working
and
I
think
it's
gonna
take
over
the
world,
I
think
I'll
most
compost.
A
I
think
it's
possible
now,
like
the
tools
have
been
getting
better
even
in
this
cold.
Your
internet
was
not
perfect
at
a
certain
point
like
the
Internet
is
only
now
catching
up
to
like
being
reliable
enough
to
do
it
and
there
there's
tools
like
slack
soon,
Google,
Docs
and
lots
of
functionality
and
get
map
that
help
with
getting
there.
On
the
other
hand,
there's
the
reasons
to
do
it.
Those
are
still
the
same
like
getting.
B
D
The
Justi
I
think
people
are
becoming
cognizant
of
the
fact
that
asking
people
to
commute
30,
60
90
120
minutes
a
day
instead
of
being
productive,
I
mean
when
you
have
to
justify
that
over
hundreds
or
thousands
of
employees,
I
mean
when
you
really.
If
you
really
seriously
ask
yourself
that
question,
is
that
a
good
use
of
time
it's
becoming
not
such
a
clear
answer
that
it
is
same
thing
on
real
estate,
I
mean
how
much
are
you
spending
on
real
estate
that
you
could
plow
into
R&D
people
or
acquisitions
anything
other
than
a
building?
D
That
may
not
be
necessary,
so
even
if
you
just
break
it
down
from
a
financial
standpoint,
their
questions
are
starting
to
be
a
this.
The
wisest
use
of
time
and
resource
and
people
are
just
being
more
vocal
now
about
like.
Why
do
I
have
to
do
this?
Communed
I
mean
that's
just
the
bottom
line.
It's
like.
We
only
get
one
life.
Is
this
really
the
way
you
want
to
spin
it
today.
A
I
think
that's
much
more
important
because
commute
time
was
not
coming
from
the
employer
right
you
get
hired
in
a
job.
They
don't
come
to
your
commute
and
do
you
don't
pay
you
for
it?
It's
coming
out
of
your
personal
time,
so
we
don't
see
commute
time
as
something
you
save
you
give
back
to
the
company.
No,
it's
your
it's
your
time.
It's
always
been
the
employers
time.
A
But
if
you
look
at
like
how
commute
length
is
correlated
with
divorce
rate,
those
are
shocking
statistics.
This
is
coming
so
that
people
have
nothing
else
to
do
t
we.
They
have
lots
of
things
going
on
and
is
like
two
hours.
They
really
can't
spare
and
it's
it's
a
no-brainer
and
I
hope.
We
have
great
retention
at
gate
lab
because
we're
good
company
to
work
for,
but
some
people
also
say
it
like
look
I
just
don't
want
to
go
back
to
community.
B
B
A
So
two
very
different
things,
so
the
collisions
is
like
having
people
kind
of
interact
with
a
lot
of
people
at
the
company
and
I
think
we
tend
to
get
higher
quality
interaction
at
at
lot,
because
it's
much
more
obvious,
like
you,
don't
have
to
like
I,
don't
know
a
Pixar.
They
put
the
restrooms
in
the
central
location,
so
people
would
bump
into
each
other
I
hope
they
didn't
really
bump
into
each
other.
But
like
that's,
not
that's,
not
a
high
quality
interaction.
A
You
don't
know
what
that
person
is
working
on
at
that
moment,
I
think
at
gilt
lab
we
have.
One
of
our
values
is
transparency.
So
it's
easy
to
see
what
people
work
on.
You
can
look
at
their
activity,
log
if
you
actually
want
to
know
it
of
a
person.
But,
more
importantly,
we
have
lots
of
issue
feeds
and
slash
channels
where
you
can
see
that,
and
some
people
are
even
so
interested.
They
subscribe
to
the
change
log
over
handbook
where
they
see
like
tens
and
tens
of
changes.
A
Every
single
day
said
he
can
see
across
the
company
what
what's
going
on
and
who's
doing?
What
so,
I
think
things
like
slack
enable
a
lot
of
serendipity
that
is
work-related
and
there's
the
totally
different
subject
of
informal
communication
like
I,
do
believe.
There's
a
certain
like
you
want
to
be
able
to
see
the
person
behind
the
work
in
order
to
build
trust
in
order
to
build
kind
of
I,
don't
know
acceptance
or
respect
for
it.
A
For
for
people
that
have
different
opinions,
it's
it's
very
important
to
keep
realizing
you're
dealing
with
humans
and
that
it's
easy
to
lose
that,
especially
in
a
remote
environment.
So-
and
we
always
turn
to
our
video
cameras
on
and
things
like
that,
we
we
don't
try
to
like
go
back
and
forth
over
text
if
there's,
if
you're
disagreeing
about
something,
but
it's
also
important
to
get
to
know
that
the
person
behind
behind
the
screen
every
day
we
do
breakout
calls
today.
C
A
Thank
you
and
that's
fun.
It's
just
20
minutes
of
hanging
out
with
co-workers,
but
not
discussing
work.
They
also
have
the
idea
of
coffee
chance
where
it's
okay
to
just
schedule,
a
meeting
with
someone
for
25
minutes
without
an
agenda
like
you,
don't
need
an
excuse.
Actually
you
have
to
take
ten
of
do
ten
of
them
when
your
joint
a
lot
just
to
get
used
to
the
concept
so
great
way
to
get
to
know
someone.
A
We
have
a
travel
stipend
to
visit
other
team
members
who
travel
the
world.
We
bring
everyone
together
and
do
excursions
and
unconference
together
once
every
while
so
lots
of
different
ways
to
facilitate
kind
of
informal
communication,
but
you
do
have
to
organize
it
because
it's
not
a
natural
thing
and
I
think
that's
where
a
remote
breaks
down
it's
so
efficient.
You
tend
to
only
talk
about
work
because
there's
no
waiting
for
other
people
to
join
the
meeting,
there's
no
walking
over
to
a
meeting.
A
B
D
Can
I
have
one
thing
about
getting
everybody
together,
so
Sydney
can
contribute
every
9
to
12
months.
We
get
everybody
together
in
an
almost
setting.
What
ends
up
happening
is
people
will
like
have
this
pinned
on
their
calendar,
just
waiting
to
figure
out
where
the
location
is
like?
They
can't
wait
to
book
a
week
of
their
year
to
go
physically,
hang
out
with
their
co-workers
and
just
spend
time
with
them.
D
Now
compare
this
to
a
co-located
company
where,
if
someone
says
hey
we're
going
on
a
week-long
trip
immediately,
your
first
thought
is:
what's
an
excuse
that
I
can
get
out
of
this
because
you
take
it
for
granted.
You
take
the
physical
interaction
for
granted.
You
see
these
people
every
single
day
in
person
and
in
some
cases
you're
like
the
last
thing.
I
want
to
do
is
go
spend
a
week
with
them
somewhere
else.
So
there's
a
lot
of
value
in
getting
people
together
and
those
moments
tend
to
be
more
special
because
they're,
more
rare.
A
Also
why
people
look
forward
to
that
week
is
that
we
don't
do
death
by
PowerPoint
that
week
we
don't
make
you
sit
to
presentations
eight
hours
a
day.
We
have
an
opening
and
a
closing
ceremony,
but
other
than
that,
the
only
people
who
can
do
a
slide
deck
are
customers
who
also
tend
to
attend
and
those
things.
A
But
it's
unconference
like
subjects
that
are
raised
by
individual
contributors,
the
most
popular
subjects
since
entropy,
how
to
get
motivated
for
work
and
how
to
prevent
burnout,
separate
problem,
separate
conversations
but
like
like
very
soft
subjects
that
we
discuss
and
we
just
go
on
excursions
together.
So
it's
it's
actually
from
week
because
there's
it
is
a
softer
side
of
work
during
that
week,.
C
Fans
needed
there
and
I
think
you
guys
are
on
a
on
a
good
tack,
one
one
very
like
small
tactical
question
that
I
just
since
we're
remote
as
well
I
wondered
about
when
you
were
talking
about
the
handbook.
Is
there
any
challenge
and
having
3,000
pages
is
you
know
it's
such
a
great
resource?
But
do
you
have
any
challenges
with
kind
of
navigating
that,
like?
A
A
We
have
an
important
role
of
not
organizing
by
format,
so
no
glossaries,
no
fa,
Q's
no
pages
with
just
videos,
make
everything
about
like
the
work
that
has
to
be
achieved,
what
department,
what
tasks
and
then
organize
around
that
and
embed
the
videos
and
everything
else
to
find
the
concepts
you
need
for
that
right.
There,
a
link
to
other
things.
You
need
that
helps
a
lot
in
organizing
everything.
I
spend
way
too
much
time.
Thinking
about
all
of
these
concepts,
I
think
there's
another
thing,
and
maybe
the
shadows
can
write
this
down
later.
A
A
If
it's
written
down
it's
more
efficient
to
kind
of
to
change
things,
because
you
can
see
all
the
related
concepts
you
can
think
about
the
change
so
some
more
efficient
to
kind
of
communicate,
a
change.
Here's
like
there's
a
canonical
place
for
that,
so
where
you'd
naturally
think
that
process
and
procedures
kind
of
pin
you
down
I
think
in
our
case
it
makes
it
easier
to
change
things
and
it's
very
important
that
people
keep
thinking
about
it
like
that,
and
it's
actually
in
a
lot
of
cases.
A
We
don't
mind
too
much
whether
you
follow
it
or
not,
like
we
have
a
code
of
conduct
and
things
like
that,
if
you
get
it
adhere
to
that,
if
you
solve
a
problem
in
a
different
way,
maybe
that's
not
the
biggest
problem
in
the
world.
What
is
important
that
if
you
have
a
question
about
what
should
I
do
that
that
is
answered
and
I
think
that
it
should
be
like
the
reference
like
okay?
What
what?
If
you
have
a
question?
A
B
B
Never
looking
at
that
again,
so
it's
really
fascinating
how
you've
really
created
something
with
so
much
value,
but
it's
a
daily
thing
for
people
and
so
because
a
big
part
of
what
we're
hoping
to
accomplish
with
this
story
is
to
you
know,
share
with
other
people
and
tips
and
hopefully
help
them
from
like
stop
stop
them
from
making
the
mistakes
that
maybe
other
people
have
made
before
them.
I'm
sure,
since
you
guys,
are
constantly
iterating
and
improving
I'm
curious
and
maybe
Darren,
you
could
start
us
off.
D
At
least
you
said
it,
and
you
found
out
the
answer
instead
of
it's
stewing
for
a
week
and
you
waste
all
this
productivity,
so
I
think
that's
just
a
continual
iteration
on
our
onboarding.
When
we
bring
people
on
it's
like
it's
not
a
trap,
it's
not
a
trick
these.
This
is
a
different
way
of
working
and
it's
okay
to
go
there
and
embrace
it.
That's
for
me-
and
we
write
this
in
the
handbook.
Iteration
is
a
good
example
where
everyone
thinks
that
they
know
iteration,
and
then
they
get
to
get
laughs,
and
it's
like.
D
B
B
Of
like
a
fault
for
you,
writers,
like
you,
you
started
you
thinking,
you're
gonna
be
co-located,
and
then
it
just
like
kind
of
kept
happening
and
that
being
remote.
You
know
just
made
more
sense
like
what
were
the
things
that
were
really
hard
in
the
beginning,
like
what
were
the
first
couple
of
things
you
had
to
write
in
the
hand
backwards
like
we
really
have
to
figure
this
out
right,
I
think.
A
Two
things
are
hard.
First
of
all
was
fundraising.
We
had
a
prominent
really
great
venture
capitalists
say
look
this
this
company,
like
takes
all
of
our
boxes
like
we,
this
matches
our
we
want
to
invest,
except
for
this
remote
thing.
So,
if
you're,
if
you're
not
giving
up
on
that,
that's
a
risk
to
us
and
we're
not
saying
it's
not
gonna
work,
you
say
it's,
it's
a
it's
a
risk
and
what
we
don't
have
to
take
risk.
We
can
get
a
company
that
doesn't
have
that
risk.
So
that
made
sense.
A
That's
certainly
true,
but
it
was
very
disappointing
for
us.
The
other
thing
and
that's
the
thing
still
to
this
day
it
is,
it
will
forever
be
a
hard
thing
handbook
first
like
if
you
want
to
make
a
change,
change
it
in
the
canonical
source
or
propose
a
change
there.
The
natural
thing
for
people
is
sort
of
like
write,
an
email
with
how
they
want
to
see
to
something
different
or
make
a
presentation
or
do
every
single
thing
except
actually
change
it
there.
So
that's
a
very
important
thing
to
keep
hammering
on
okay.
A
B
Yeah
I
want
to
talk
about
a
couple
of
other,
just
sort
of
like
core
principles
that
I
that
I
saw
as
I
was
reading,
and
that
seemed
to
me
like
they're
super
important,
and
you
know
I
think
people
have
talked
about
them
generally,
but
you
guys
are
just
so
like
clear
and
targeted
about
them.
So
one
that
I
saw
is
like
asynchronous
is
better
right,
like
like
all
kind
of.
A
We
have
people
in
55
countries,
many
many
time
zones,
so
any
meeting
we
have
there's,
there's
gonna
be
people
who
can
all
attend.
So
if
you
have
a
proposal,
if
you
have
an
idea,
if
you
have
a
problem,
create
an
issue
create
a
merger
class
to
discuss
it,
and
then
everyone
can
chime
in
we're
not
against
working
synchronous.
It
can
be
more
effective,
but
it's
mostly
effective.
If
you
like,
you
have
a
proposal
you
able
to
address
most
things.
A
A
It's
night
time
zones
are
the
bane
of
our
existence,
yes,
so
hard,
but
work
asynchronously
and
luckily
our
values
are
conducive
to
that
our
top
values
results.
So
we
don't
measure
your
hours.
We
measure
your
output
and
a
lot
of
that
is
invisible
in
in
gitlab
itself,
we're
transparent.
So
we
write
things
down.
So
even
if
you
weren't
at
the
meeting,
there's
a
recording,
even
if
you
weren't
in
the
slack
conversation,
there's
a
handbook
change
and
then
it's
a
ratio.
A
If
you
make
smaller
changes,
there's
fewer
people
you
have
to
coordinate
with-
and
this
is
this-
is
so
important.
If
you're
making
a
six
month
planning,
you
need
to
coordinate
with
a
lot
of
people.
If
it's
for
a
much
shorter
amount
of
time,
then
you
can
just
do
it
and
if
it's
off
in
its
direction
the
next
iteration
can
be
can
adjust
for
that
I.
A
B
A
So
we
tend
to
be
pragmatic.
Ethical
app,
like
results,
is
the
most
important
thing
and
radical
kind
of
assume
some
kind
of
impractical
behavior.
We
don't
want
to
be
impractical.
We
do
transparency
because
it
generates
more
results,
but
we
don't
want
to
put
the
cart
behind
doors
and
the
exceptions
are
for,
for
example,
our
customers.
Our
customers,
don't
always
consent
to
like
being
named
publicly,
certainly
not
if
they.
A
If
it's,
if
it's
something
specific
to
them
partners
are,
we
have
partnerships
and
those
partners
all
don't
always
like
it,
financial
information,
we
hope
to
become
a
public
company.
So
we
need
to
make
sure
that
our
that
we
disclose
financials
at
it
fixed
point
in
time
to
a
fixed
in
a
fixed
on
a
fixed
channel
to
everyone.
At
the
same
time,
I
think
it
it's
grown
to
like
50
list
of
15
exceptions
to
transparency,
and
one
of
the
most
important
ones,
in
my
view,
is
negative
feedback.
B
Yeah
I
was
wondering
too
about
feedback
and
I'm.
Imagining
that
having
really
clear
good
feedback
is
like
extra
important,
also
in
a
remote
setting,
because
you're
not
just
sort
of
face
to
face,
then
you
can't
like
feel
that
tension.
If
something
weird
is
happening,
do
you
guys
have
I,
don't
know
you
know
what
what's
your
philosophy
or
what
are
your
guidelines
around
feedback
and
how
you
think
about
that
think.
A
About
that
a
lot
you
do
have
like
one-on-one
conversation
with
your
manager
with
the
webcam
on
so
hopefully,
if
there's
frustration
or
something
that
already
shows
a
bit,
but
you
have
those
conversations
be
explicit.
We
also
have
many
cultures.
So
there's
a
big
mismatch.
Do
you
like
the
North
American
way
of
saying
something
is
not
OK
and
European
way
of
saying
something
is
not
OK
mainline
tea
or
maybe
then
lots
of
different
ways
in
which
we
kind
of
gather
feedback
from
people
as
well?
A
But
it
is
hard
and,
for
example,
one
of
the
really
hard
things
about
remote,
seeing
when
someone
is
stuck
or
has
a
total
lack
of
motivation,
I
just
stuck
on
a
problem
or
just
blocked
in
their
work
or
in
their
motivation
for
work,
it's
much
harder
to
see
remote,
but
so
simple
in
front
of
manager
to
look
at
your
contributing
timeline,
it's
been
empty
for
two
days:
II
you're,
not
you're,
not
out
sick.
Then
there's
something
wrong
things
like
that.
B
Yeah
Darren
I'm
curious,
like
tell
me
a
little
more
about
your
role
and
you
know
like
are
you?
Are
you
sort
of
the
one
who's
thinking
a
lot
about?
These
kind
of
you
know
like
the
specific
challenges
that
are
coming
up
because
of
remote
work
and
how
to
address
them
and
what
are
what
are
some
common?
You
know
what
are
some
recent
challenges
you
guys
have
faced,
I
guess,
yeah.
D
Has
this
same
thing
if
there's
a
San
Francisco
base
and
a
London
or
Singapore
base
their
remote
to
each
other
and
they're,
not
gonna,
always
one
of
them
be
up
at
3:00
in
the
morning
to
have
this
call,
so
they
might
as
well
just
default
to
asynchronous
so
that
it's
documented
all
the
way
across.
So
yes,
part
of
my
role
is
thinking
about
challenges
like
this
I'm
in
slack
rooms.
All
the
time
and
people
will
even
ask
things
like
what
kind
of
webcam
should
I
get.
D
What's
the
most
organized
chair,
I
should
get
I'm
looking
for
a
better
webcam
lighting,
these
kinds
of
things
so
I'm
gonna
stand
up
a
page
soon
in
about
home
office.
This
comes
naturally
to
me,
but
if
it's
your
first
time
working
remotely
you're
like
oh
I,
have
to
design
a
room
around
the
workspace
I've
never
had
to
do
that
before.
So,
how
do
I
go
about
that
and
then
part
of
this
just
working
with
the
marketing
team
and
just
amplifying
the
message
of
heyget
lab
is
pioneering.
D
B
I'm
curious,
too
about
do
you
guys,
you
know
what
what
characteristics
do
you
look
for?
Do
you
encourage
or
try
to
grow
in
people
so
that
they
can
be
successful
in
a
remote
setting
like,
for
instance,
we
I
know
other
companies
say
we're
fine
with
senior
people
being
remote,
but
we're
worried
about
junior
people
who
maybe
need
more
support,
or
something
like
that.
Yeah
like?
How
do
you
guys
determine
if
someone
can
be
successful,
you
know
as
a
remote
worker.
A
So
we
strongly
believe
you
should
be
a
manager
of
one
I
think
that's
a
good
practice
in
any
company,
but
it's
even
more
important
if
you
promote
so
take
responsibility
for
your
own
time,
allotment
your
attention
and
everything
else,
and
that
goes
to
the
point
where
I
feel,
like
we
say,
look
if
you're
in
a
meeting,
and
it's
not
lis
interesting
to
you.
It's
fine
to
do
like
email
on
the
side
and
if
someone
has
to
repeat
a
question
because
of
that,
that's
totally
fine,
that's
a
good!
That's
still
an
efficient
way
to
allocate
time.
A
We
do
not
hire
juniors
in
most
functions
so,
for
example,
in
engineering
we'd
really
like
to,
but
we
don't
yet
and
I
think
it's
much
more
to
do
with
our
growth
rate.
When
you're
like
more
than
doubling
every
year,
all
of
the
focus
is
on
hiring
and
if
someone
takes
junior
stay
kind
of
a
much
longer
time
to
be
effective
and
contributing,
and
we
we
we,
it
would
be
a
big
damper
on
our
productivity
for
growing
at
that
rate.
A
B
A
B
Most,
you
know
most
recruiting
teams
are
thinking
about.
We
need
to
focus
on
like
this
location,
because
we
need
people
around
this
office,
but
it
dawned
on
me
that,
like
it's
actually
an
interesting
different
kind
of
challenge,
where
it's
like
we're
trying
to
target
anybody
in
the
whole
world,
how
do
you
guys
think
about
that.
A
Things
it's
90
percent
of
the
world.
There
are
some
countries
in
which
we
won't
hire
people
for
their
set
of
reasons,
and
the
second
thing
is:
we
try
to
be
more
active
in
kind
of
sourcing
people
from
like
the
locations
that
have
lower
market
wages,
and
so,
if
we
have
the
option,
we
rather
hire
someone
in
Europe
or
in
Canada
than
in
San
Francisco,
just
because
it's
more
affordable
for
the
company
and
also
to
keep
our
team
more
diverse.
The
natural
thing
is
almost
to
like,
like
hire
in
those
big
tech,
centers.
B
A
It's
mostly
inbound,
and
so
we
have
about
3,000
applications
a
week,
but
we
also
like
have
a
referral
program.
We
also
have
sourcing,
we
sometimes
you
external
recruiters,
so
it's
a
mix,
but
luckily
too
I
think
one
of
the
biggest
and
expected
benefits
of
the
handbook
is
the
talent
brand
we
built
through
that
I
think
a
lot
of
the
people
who
end
up
working
at
us.
It's
like
yeah,
I,
read
your
handbook
and
I
stayed
up
all
night
and
I.
Read
it
and
then
I
just
once
you
joined
the
company,
so
here
I
am
yeah.