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From YouTube: Making Remote Work – Darren Murph (GitLab): On Transparency, Values & Leadership when All-Remote #34
Description
#skillsformars #remotework #futureofwork
On this episode of "Making Remote Work" I am hosting one of the veteran practitioners of Remote Work - Darren Murph, Head of Remote for GitLab. We discuss Transparency, Values, Leadership, Communication and, of course, the famous GitLab Handbook.
As Head of Remote @Gitlab, Darren Murph works at the intersection of culture, process, hiring, employer branding, marketing, and communication. His job is to ensure that GitLab team members acclimate well to remote, that they embrace the values and operate with remote-first workflows. (https://about.gitlab.com/handbook/marketing/readmes/dmurph/)
MAKING REMOTE WORK - is a limited series led by the ORGANIZATIONAL DESIGN COMMUNITY and hosted by SKILLS FOR MARS. It is a public service video-podcast in response to the COVID-19 pandemic. It will host 20+ researchers and practitioners in the field of distributed work. They will share their insights and knowledge to support companies and employees who are making this transition.
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- TIMESTAMPS -
00:00:00 – Start
00:01:00 – Darren Murph – what does the Head of Remote at GitLab do?
00:05:00 – What makes a “good” Head of Remote?
00:08:09 – The value of transparency in a remote work setting
00:12:53 – Transparency in compensation & benefits
00:13:55 – When and how to be transparent?
00:14:54 – How to enable & empower employees to embrace a new way of working?
00:19:09 – Which are the leaders that thrive in remote settings?
00:21:36 – How to support leaders new to the organization make the transition to remote
00:24:42 – How to build remote teams by aligning to the values
00:27:25 – Hiring for values
00:28:44 – Where does Remote fail?
00:31:20 – The importance of one single source of truth when working remotely
00:32:34 – How to start remote – documentation & communication
00:37:05 – Solving day-to-day problems by documenting and linking back to values
00:40:15 – Gaging employee experience when remote
00:41:33 – The competitive advantage of running remote
00:44:02 – What is the Future of Remote?
00:51:42 – What would GitLab research about remote? How empathy & values impact the bottom line.
A
A
B
A
B
B
In
fact,
a
lot
of
companies
that
I've
been
working
with
and
consulting
with
one
of
the
first
recommendations
I
make,
is
to
consider
a
head
of
remote
or
if
they
can't
do
that,
right
now
to
assemble
a
remote
leadership
team,
usually
consisting
of
the
chief
HR
officer,
the
chief
business
operations
officer
and
then
this
overall
chief
operations
officer,
because
the
nuance
of
remote
kind
of
sits
in
between
some
of
those
functions.
It's
it's
a
very
new
type
of
function
and
it
makes
sense
forget
lab
we're
the
world's
largest
all
remote
company.
B
We
currently
have
over
1200
people
in
over
65
countries,
with
no
offices
anywhere
even
our
executives
work
from
their
respective
homes
and
so
there's
a
lot
that
goes
into
it.
It's
a
part
of
our
brand,
our
identity,
our
legacy,
but
also
we
have
people
coming
in
that
need
to
acclimate
to
remote
if
they've
never
worked
remotely
before.
B
There's
a
lot
of
nuance
in
that
and,
of
course,
a
lot
of
the
processes
and
the
way
we
work,
you
know
is
guarded
by
remote
force
or
remote
first
forcing
functions,
and
we
can
talk
a
little
bit
about
those
and
they
aren't
the
default
for
a
lot
of
people.
And
so
part
of
my
job
is
to
work
with
people
and
making
sure
that
our
processes
are
effective,
efficient
and
understood
far
and
wide.
B
That's
correct,
so
they
thought
for
this
job
and
a
story
about
my
title
up
for
that.
So
the
thought
for
this
job
came
from
the
marketing
organization,
essentially,
media
and
the
press
knew
about
get
lab
from
the
DevOps
perspective.
We
make
an
amazing
application,
a
DevOps
tool,
that's
delivered
as
a
single
application,
and
the
world
knew
about
that.
But
what
they
didn't
know
about
was
what
we
were
pioneering
on:
the
people
and
culture
side.
B
We
were
quietly
building
the
world's
largest
company
with
no
company
owned
offices,
and
no
one
knew
about
that,
and
so
my
role
was
kind
of
brought
incepted
to
talk
to
the
media,
talk
to
the
press
and
to
explain
this
to
people
to
share
this
with
the
world,
but
it
grew
and
grew
and
grew
and,
and
so
part
of
my
role
actually
became
the
arbiter
of
the
all
remote
section
of
a
handbook.
So
if
you're
unfamiliar
with
gate
lab
we're
very,
very
transparent,
we
don't
have
an
internal
and
external
handbook.
It's
all
public
to
the
world.
B
The
overall
get
lab
handbook.
If
you
printed
it
out,
is
over
5,000
pages,
there's
a
big
section
in
there.
It's
fully
devoted
to
all
remote
how
we
think
about
asynchronous,
how
we
think
about
meetings,
how
we
think
about
remote,
hiring,
onboarding
and
collaboration.
All
of
these
questions
now
that
people
have
that
are
suddenly
remote,
we've
written
all
of
this
down
in
hopes
of
helping
other
people.
So
my
job
has
expanded
from
just
talking
to
the
media
and
telling
our
story
to
actually
building
out
this
education
library
and
helping
other
companies.
B
Do
this
and,
of
course,
working
with
our
hiring
and
talent,
brand
and
onboarding
departments
of
the
company
to
make
sure
that
the
people
that
join
get
laugh
are
given
the
best
chance
to
thrive
in
this
new
environment.
So
the
story
of
the
title
of
my
original
title
was
not
that
it
was
mostly
around
the
culture
side
of
it,
but
we
we
had
an
event.
We
partnered
with
General
Catalyst
for
a
remote
work,
admit
and
ondrea's
clinger
was.
There
is
a
good
friend
of
mine
and
he's
head
of
remote
at
angellist.
B
We
were
having
this
conversation
said
our
CEO
Andreas
and
myself.
I
was
telling
Andres
what
I
did
and
he
said
Syd
I
feel
like
Darren,
actually
owns
this
title
more
than
I
do.
My
title
should
actually
be
head
of
remote
products.
I
work
more
on
the
engineering
side
unless
on
the
people
side
and
so
in
typical,
get
lab
fashion,
sit,
went
home
and
actually
spun
up
a
merge
request
to
change
the
title
to
be
more
indicative
of
what
I
did
and
then
it
was
merged.
B
A
B
It's
a
great
question:
it
is
a
it's
a
rare
cross-section
right
now
and
the
reason
is
remote.
Work
hasn't
been
around
that
long,
compared
to
basically
anything
else.
So
I've
been
working
across
the
spectrum
of
remote
for
my
entire
careers
over
14
years
now
and
when
I
started
working
remotely
it
was.
It
was
primarily
on
the
editorial
newsroom
right,
and
this
was
before
the
advent
of
3G
telephone
networks
and
laptop
batteries
lasted
like
30
or
45
minutes.
So
remote
working
was
really
hard.
Now,
it's
so
easy
compared
to
that.
B
B
You
have
to
be
able
to
communicate
with
executives
and
and
help
implement,
forcing
functions
so
that
the
organization
works
remote
first
always
so.
For
example,
if
you
have
an
office-
and
you
want
to
have
a
meeting
with
people
physically
gathered
around
the
same
table,
you
need
someone
that
can
delicately
explain
that
hey
everyone
in
this
meeting
actually
needs
to
open
up
their
own
individual
laptop
and
look
into
their
own
webcam.
So
the
remoter
x'
are
on
a
level
playing
field
so
that
they
feel
equal
in
the
conversation,
this
isn't
naturally
apparent.
B
B
But
if
you're
not
conditioned
to
do
it
in
the
same
way
and
each
company's
a
little
bit
different.
So,
in
my
view,
it's
going
to
be
really
important
as
remote
becomes
the
fabric
of
many
companies
to
have
someone
in
that
role.
To
answer
those
questions
and
to
help
the
entire
team
evolve
as
a
remote
continues
to
evolve.
A
We
were
talking
about
the
handbook
and
then
I
don't
want
to
get
into
the
details
that
you
have
created
a
lot
of
videos
and
there
are
a
lot
of
explanations
on
the
handbook.
What
really
puzzles
me
and
at
the
same
time,
I
fascinated
about
this
transparency,
never
have
I
seen
such
level
of
transparency.
A
B
The
issue
with
that
is
the
people
within
those
silos
know
what's
going
on,
but
then
they
don't
talk
well
to
each
other.
So
imagine
a
situation
where
each
individual
department
writes
out
how
they
do
expense
reports,
something
very
simple,
but
if
no
one
is
talking
to
each
other.
If
there's
not
a
single
source
of
truth
on
how
the
company
does
expense
reports,
then
you
have
people
eventually
doing
it
a
different
way
which
creates
massive
inefficiencies
and
dysfunction
and
confusion.
Now.
B
This
is
a
very
tame
example,
but
imagine
this
being
applied
to
something
more
significant,
like
entire
budgets.
This
is
when
communication
starts
to
break
down,
so
transparency
serves
as
a
hedge
against
that
it
serves
as
a
hedge
against
dysfunction.
So
honestly,
it
behooves
companies
to
be
very,
very
intentional
about
transparency.
Just
so
you
have
fewer
questions,
so
companies,
so
departments
know
what's
going
on
amongst
departments,
I
love
that
the
engineering
department
can
see
the
objectives
and
key
results
for
marketing
so
that
they
know
where
we're
headed
and
vice-versa.
B
So
we
can
tailor
our
approach
to
our
work
to
benefit
other
departments
in
the
company.
There's
this
notion,
where
many
companies
kind
of
restrict
access
as
tightly
as
they
can
and
then
it's
only
shared
on
an
as
needed
or
need-to-know
basis,
but
in
a
remote
setting,
Devon
Rhett
doesn't
really
work.
You
have
people
across
all
different
time
zones
across
oceans
across
continents
if
they
don't
have
access
to
information.
Quite
frankly,
can't
do
their
job,
so
transparency
is
kind
of
a
prerequisite
to
doing
remote
well
and,
frankly,
I
think
it's
a
prerequisite
to
doing
business.
B
Well,
any
work,
well,
yeah
yeah,
the
other
part
of
that
is,
it
helps
us
live
our
values.
If
you
look
at
the
get
labs
values
page,
we
have
six
core
values,
and
these
are
words
that
you've
probably
heard
before
things
like
results
and
iteration
and
collaboration,
but
it's
a
lot
more
than
that
collaboration
can
mean
something
different
to
each
person.
So
we
are
very
prescriptive
about
what
it
means.
There's
thousands
of
words
underneath
each
of
our
values
that
exemplify.
How
do
you
live
this
value
in
a
remote
setting?
B
We
directly
explain
out
how
this
can
be
lived
out.
So
there's
no
question:
there's
no
ambiguity
around
that
transparency
helps
us
do
that
better.
If
we
were
a
less
transparent
company,
it
would
be
much
harder
to
achieve
results.
It
would
be
much
harder
to
iterate
quickly
because
we'd
be
always
asking
questions,
nothing
would
be
out
in
the
open
and
easily
accessible.
It
would
be
much
harder
to
collaborate,
because
no
one
knows
what's
going
on
amongst
teams,
so
just
on
a
base
level
being
transparent
allows
us
to
live
our
values
more
directly.
B
So
it's
one
of
those
things
that
you
know
it
sounds
really.
It
sounds
really
kind
and
nice
to
be
transparent,
but
on
the
at
the
bottom
line,
it
helps
us
do
our
jobs
better
and
it
helps
us
treat
each
other
better
and
I
think
it's
been
a
model
for
other
companies.
We've
seen
other
companies
that
now
are
looking
to
us
for
guidance
and
understanding
and
insight
on
how
to
do
remote.
Well,
because
it's
all
transparent,
they
immediately
see
the
benefit
to
them,
and
then
the
second
order
of
thinking
of
that
is
well.
A
Trulan,
that's
right
what
I'm
thinking
as
well,
and
what
surprised
me
is
that
you
even
have
transparency
in
compen
been
most
companies
are
afraid
of
that,
because
maybe
a
different
laws
in
different
countries,
different
way
of
looking
at
things.
Maybe
wishing
that
they
can
cut
a
dollar
here
and
a
cut
a
dollar
there
and
not
make
it
transparent.
But
you
you,
you
get
that
out
as
well.
Yeah
transparency
ever
come
back
and
bite.
You
well.
B
I'll
say
one
thing:
first,
on
the
common
benefits
part
of
that,
if
anything
is
a
secret,
everything
is
a
secret,
that's
just
the
bottom
line.
So
if
we
were
to
conceal
intentionally
try
to
conceal
anything
on
the
comp
and
benefits,
then
every
worker
here
would
essentially
ask
well
what
else
is
get
loud,
not
transparent
about
one
transparency
is
only
meaningful
if
it's
fully
done,
it
has
to
be
a
hundred
percent,
and
we
share
all
of
that
because
it
keeps
us
accountable
to
ourselves.
We
want
to
have
that
open
discourse
and
discussion.
B
We
actually
see
remote
as
an
incredible
hiring
advantage
of
competitive
advantage
right
now,
but
we
are
actively
working
to
diminish
that
competitive
advantage.
We
actually
want
more
remote,
first
in
all
remote
companies
to
pop
up
and
thrive
so
that
it
puts
pricing
and
comp
pressure
on
us
to
have
to
raise
that
bar.
That
would
mean
that
the
world
as
a
whole
is
embracing
this,
and
we
believe
that
the
rising
tide
is
going
to
lift
all
boats.
B
So
it's
a
very
different
way
of
thinking
about
it,
but
without
it
being
transparent,
we
would
have
no
way
to
gauge.
Is
this
going
in
the
direction
we
want
it
to
go
or
not,
or
not
the
thing
about
it?
Coming
back
to
bite
us,
our
CEO
Sid
has
often
said
that
we
won't
be
transparent
if
it
doesn't
make
us
do
our
jobs
better.
But
if
we
are
transparent
about
something
it's
like.
Oh
that
actually
doesn't
enable
us
to
live
our
values
more
directly.
Then
we
won't
do
it,
but
we
are
very
intentional
about
it.
B
You
may
have
heard
radical
transparency,
but
we're
very
careful
to
not
call
it
radical
transparency,
because
radical
infers
recklessness
and
we're
not
reckless
about
it.
It's
intentional
transparency,
so
we're
going
to
be
as
transparent
as
we
possibly
can
until
we
can't,
for
whatever
reason
there
may
be
something
post
being
a
public
company
where
there
are
certain
things
that
do
to
absolute
laws
and
regulations.
A
Did
you
see
your
hiring
people
that
are
not
coming
from
all
remote
companies?
Some
have
never
worked
remote.
Some
have
have
worked
with
hybrid.
Do
you
see
a
change
of
behavior
in
transparency
in
the
level
of
communication
and
how
they
do
it
when
they
get
to
this
level
of
intentional
transparency
that
you
are
promoting.
B
Yes,
part
of
my
biggest
challenge
is
enabling
and
empowering
people
to
give
themselves
permission
to
drop
any
organizational
baggage
from
prior
workplaces
and
really
give
themselves
permission
to
operate
differently,
to
truly
lean
into
our
values
and
sub
values
and
fundamentally
do
their
work
and
their
relationships
with
people
differently,
and
this
is
very
challenging,
because
there
are
some
ways
that
gitlab
goes
about
doing
things
that
would
be
detrimental
to
your
career
at
other
organizations.
We
have
this
notion
that
everything
is
in
draft
and
it's
okay
to
share
something
in
a
work-in-progress
State.
B
This
is
absolutely
taboo
at
most
other
places
that
I'm
familiar
with
you
are
supposed
to
only
present.
Absolutely
perfect,
polished
work
in
any
typo
or
any
slip-up
of
a
graphic
indicates
that
you
are
detail-oriented.
We
completely
destroy
that
notion.
We
just
want
things
to
ship
quickly.
We
want
to
get
works
in
progress
in
front
of
people
quickly,
so
that
they
can
give
us
feedback
and
course-correct
and
make
sure
that
we
don't
spend
six
months
going
in
the
wrong
direction.
We
want
everything
to
be
a
two-way
door
decision.
B
This
is
fundamentally
incompatible
with
the
mentality
that
many
people
have
coming
in.
It
just
does
not
make
any
sense.
It
does
not
follow
any
logic
whatsoever,
so
a
lot
of
it
is
helping
to
reinforce
that
and
equipping
and
empowering
other
get
ladders
to
share
that
with
people
and
say
no.
It
actually
is
okay
and
to
lead
by
example,
and
we
have
we
actually
have
a
values,
slack
channel
where
we
highlight
instances
of
people
doing
this,
to
try
to
reinforce
it,
because
it's
really
hard.
B
Even
when
you
read
it,
we
get
this
in
interviews
all
the
time
like
I'm
reading
your
sub
values.
Can
you
tell
me
how
this
is
actually
being
looked
at
the
company,
because
I
fundamentally
cannot
comprehend
how
it
could
work
given
my
prior
workplace
experience?
So
it's
a
challenge
for
a
lot
of
people
to
believe
it
I
think
as
the
short
version
of
that,
but
once
people
have
a
taste
of
it
they
catch
on
really
quickly.
It
usually
only
takes
about
three
to
four
weeks
before
they
get
it.
B
They
understand
the
transparency
side
of
it
and
it
makes
work
better.
It
makes
life
better.
It
lowers
your
stress
and
anxiety,
say
it's
universally
more
positive
for
people,
so
once
they
kind
of
take
the
leap
of
faith
and
do
things
differently,
they're
hooked
on
it,
and
then
they
become
a
big
advocate
for
it
and
continue
to
evangelize
for
that
for
other
new
people
that
are
coming
in
I.
B
What
I've
seen
and
but
that's
only
the
case,
because
people
that
come
here
are
so
bought
in
that
we
are
unafraid
about
showing
people
the
way.
Even
to
the
point
where
I'll
give
you
an
example,
we
expire
our
slack
messages
after
90
days
so
after
90
days,
anything
in
slack
vanishes.
This
is
a
forcing
function
so
that
people
don't
do
work
in
slack.
We
want
the
work
to
start.
Where
needs
to
end
up,
and
in
our
case
that's
in
a
get
lab
issue
or
a
merge
request.
B
So
someone
may
come
in
and
say:
okay,
I'm,
going
to
start
this
project
start
this
idea
in
slack,
and
you
can
see
it
when
it
happens
so
immediately.
Someone
else,
that's
been
a
Gil
out
for
a
while
will
just
comment
on
that.
Like
hey,
it
looks
like
you're
starting
the
project
here.
Would
you
consider
starting
this
in
an
issue?
Because
that's
where
the
discussion
is
going
to
need
to
take
place?
If
we
discuss
this
here,
there
will
be
no
trace
of
it.
No
context,
no
history.
B
After
90
days,
it
only
takes
one
or
two
of
those
before
you
get
it
you're
like.
Oh
right,
don't
start
work
here,
start
it
over
here
and-
and
the
team
is
very
forthcoming
about
sharing
things
like
that,
because
we
get
it
like
we,
we
know
that
people
coming
in
are
probably
going
to
default
in
one
way,
so
we
help
show
the
way
through
there
just
encouraging
him
to
do
it.
A
B
It's
on
leadership
and
here's
why
this
is
what
many
leaders
are
struggling
with
right
now,
if
they've
become
suddenly
remote
a
couple
of
things
they
may
have
always
led
through
command
and
control.
This
kind
of
micromanagement
I
can
look
over
your
shoulder
and
make
you
talk.
Well
now
you
have
someone
that
you
cannot
see
face
to
face
and
you
have
to
almost
flip
it
entirely.
The
leaders
that
thrive
in
a
remote
setting
are
more
aligned
with
the
servant,
leadership,
type
of
personality
than
the
command
and
control
personality.
B
Here's
why
leaders
and
remote
settings
have
to
be
way
more
open
to
feedback
and
essentially
their
core
job
is
to
have
open
ears
and
to
help
unblock
things,
because
you
cannot
physically
see
anything
of
what's
happening
across
the
network
of
people.
You
simply
have
to
be
a
sounding
board
and
be
very
receptive
to
feedback
from
your
direct
reports
and
from
anyone
if
you
have
not
lived
your
manager
life
in
this
way.
This
is
very
jarring
and
very
difficult
to
swallow.
B
It
is
a
it
democratizes
things
significantly
and,
if
you're
not
used
to
that,
it
can
feel
intimidating.
So
a
lot
of
leaders
are
kind
of
grappling
with
that.
The
second
part
of
it
is
many
leaders
have
given
performance
reviews
and
praise
and
promotion
on
purely
subjective
means.
If
you're
seen
in
the
office,
you
dress
a
certain
way.
You
carry
yourself
a
certain
way,
there's
a
certain
charisma
or
you
get
promoted.
It's
really
as
simple
as
that.
It
has
almost
nothing
to
do
with
the
work
you
actually
did
now.
B
Otherwise,
I
have
no
way
to
judge
them,
because
subjectivity
has
gone
out
the
window
for
managers
who
aren't
used
to
that
that's
very
difficult
to
transition
into.
So,
if
I
had
to
pick
between
the
two
I'd
say
managers,
especially
suddenly
remote
managers
that
don't
have
those
two
elements
already
in
place,
they.
A
Do
get
the
feedback
from
the
teams?
They
do
get
direct
feedback
cider
on
slack
whenever
they
do
something
that
is
not
get
lab
way
right.
Do
you
support
them
in
any
way
as
a
company
to
make
this
transition,
because
I?
Imagine
that
not
all
the
leaders
that
you're
hiring
are
open
servant
from
the
very
beginning,
and
some
of
them
are
extremely
good
at
what
they
do,
but
they
still
need
to
change
style,
yeah.
B
There's
a
couple
of
sub
values
that
help
with
that
that
and
I
try
to
link
some
of
these
together.
One
of
them
is
blameless
problem
solving
and
so,
if
essentially,
you're
being
attacked
or
blamed
for
something,
instead
of
being
helped.
We
have
this
written
down
on
the
values
and
we,
and
so
people
can
literally
link
even
to
their
managers
and
say
I
feel
like
this
value
isn't
being
lived.
It
could
be
my
misunderstanding,
but
can
we
have
a
conversation
about
that?
B
Because
anything
and
everyone
can
be
questioned,
especially
if
it
points
back
to
about
you,
there's
another
sub
value
that
it's
impossible
to
know
everything.
This
is
such
a
great
sub
volume,
because
people
that
come
in
either
new
managers
or
new
hires,
it's
it's
impossible
to
know
everything.
It's
going
to
take
a
long
time
to
learn
how
we
do
things
to
learn
how
the
product.
B
B
So
when
you
package
all
of
these
together,
it
sets
the
stage
for
how
we,
when
how
we
are
supposed
to
treat
each
other,
and
the
one
thing
I
will
say
is
we
are
working
as
a
company
on
manager
training,
because
now
that
we've
scaled
to
the
size
that
we
have
we've
reached
this
point,
where
we're
scaling
and
growing
so
quickly
that
you
can't
guarantee
that
people
are
coming
in
slow
enough.
That
they'll
simply
understand
the
gitlab
way
through
osmosis
by
just
being
around
people
that
have
been
in
the
culture
long
enough.
B
I
will
say,
though
we
do
an
amazing
job
on
the
hiring,
recruiting
and
onboarding
front.
If
you
look
at
the
jobs,
FAQ
pecs
section
at
gate,
lab
there's
actually
a
section
there
entitled,
what's
it
like
to
work
at
get
lab,
and
it
it's
about
three
paragraphs
and
four
links
that
very
explicitly
lays
out
how
we
do
things
and
we
share
this
with
people
very
early.
Even
in
the
screening
calls.
B
We
want
people
to
know
our
values
page,
and
we
want
you
to
see
that
page,
because
if
you
read
that
page
and
you
think
this
is
not
a
place
where
I'm
gonna
thrive,
we
both
want
to
know
that
very
early
on
so
I
tell
people
for
the
most
part.
No
one
accidentally
ends
up
at
get
lab.
You
have
opted
into
this.
You've
opted
into
these
values
and
you
are
in
support
of
these
values
because
they
were
never
a
secret,
and
this
goes
back
to
transparency.
A
A
B
Yes,
yes
to
all
of
that,
but
it's
definitely
it's
always
a
process.
So
one
of
our
core
values
is
iteration
and
we
are
always
iterating
on
things
like
that.
I
mean
we'll
bring
together
teams
for
certain
projects
and
then
break
them
apart
and
bring
them
together
again
for
other
projects.
So
it
move
so
quickly
that
it's
it's
hard
to
establish
that
long
term,
where
we
go,
is
one
step
further
up
the
chain,
instead
of
trying
to
figure
out
the
best
way
to
communicate
amongst
a
small
team
doing
this
in
a
small
way.
B
We
try
to
just
get
people
in
from
the
beginning
to
always
be
aligned
on
the
values
and,
if
you're
aligned
on
the
values.
If
everyone
sees
that
as
the
North
Star,
then
it
generally
helps
when
you,
when
you
bring
even
different
people
together
into
cross-functional
teams.
But
of
course
there
is
some
amount
of
bridge
building
that
has
to
happen
when
you
or
joining
a
new
team
and
I'm.
Actually,
this
is
kind
of
an
aside,
but
I'm
really
fascinated
by
some
of
the
tools
that
are
coming
out
in
this
space.
B
B
It
essentially
helps
them,
build
a
readme
about
themselves
to
build
empathy
amongst
remote
team
members
and
I
think
this
is
the
next
step
of
that,
where
we
kind
of
offload
some
of
that
from
the
person
of
having
to
re-explain
who
they
are
every
time
they
enter
a
new
team
and
we
offload
it
from
the
human
into
documentation
where
it's
written
down
like,
for
example,
if
you,
if
you
google,
Darin
get
lab
readme
I
have
a
readme
that
I
wrote.
So
anyone
that's
going
to
engage
with
working
on
me
knows
what
my
flaws
are.
B
They
know
what
my
preferences
are.
They
know
what
you
can
do
to
help
me
help
you
all
of
its
written
now,
so
we
want
to
help
other
people
to
write
that
down
as
well
in
general.
I.
Think
that's
a
great
approach.
I've
answered
the
question
recently
on.
How
do
you
onboard
remotely-
and
my
go-to
answer-
is:
do
whatever
you
can
to
offload
as
much
of
the
burden
from
the
human
to
documentation?
And
this
even
goes
with
telling
other
team
members
who
you
are
the
more
you
have
documented
the
less
you
have
to
re-explain.
A
B
B
So
if
you
follow
the
train
of
thought
there,
you
want
to
have
discussions
about
values
in
the
interview,
so
that
you
can
see
how
people
think
about
the
values
and
the
way
we
look
at
it
is
we
want
the
people
to
be
aligned
enough
with
the
values
they
want.
We
want
you
to
see
those
sub
values
and
that
needs
to
resonate
with
you,
but
then
to
your
point:
if
someone
comes
back
and
says,
I
love
what
you've
written
on
the
iteration
value.
What
about
this
example,
like,
let's
say
I,
were
to
join,
get
lab.
B
Would
this
be
a
new
exemplification
of
iteration?
That
I
could
actually
add
to
the
values
page?
We
love
those
conversations
because
even
since
I've
joined
the
values
page
has
gotten
longer,
people
find
new
ways
to
exemplify
our
values,
and
so,
if
someone
has
that
type
of
foresight
in
the
interview
we're
all
for
it,
we
want
our
values.
Page
to
become
more
prescriptive,
not
less
over
time.
A
B
Say
if
you're
manufacturing
anything,
if
there's
any
kind
of
physical
side
of
your
product,
it's
very
difficult
to
do
remotely
right
now,
I
think
we're
getting
there.
You
look
at
the
da
Vinci
Surgical
robot.
If
you
have
low
enough
latency,
you
can
actually
operate
on
a
human,
not
in
the
same
room.
It's
fascinating
and
there's
some
augmented
reality
even
around
construction
sites,
where
you
can
kind
of
map
out
zoning
without
being
there,
so
we're
getting
there,
but
it's
still
really
difficult
right
now.
B
B
You
could
look
at
the
gitlab
values
page
and
see
thousands
of
words
and
say:
oh,
that's,
a
lot
of
rules,
but
it's
actually
just
how
we
live
our
values
and
it's
just
documented
really
well,
and
it's
always
up
for
proposals.
We
have
people,
add
proposals
on
how
to
change
parts
of
our
handbook
every
single
day
and
I
think
that's
really
big
to
build
a
handbook
with
something
where
people
can
request
new
proposals.
So
it's
not
purely
written
by
the
executive
team
and
get
lab
is
the
best
tool
that
I've
seen
to
do
that.
B
We
actually
just
stood
up
a
suddenly
remote
hand
book
tool,
it's
kind
of
a
simplified
version
of
gitlab
that
people
could
just
jump
into
and
build
a
handbook
based
on
that
and
we're
iterating
on
that,
even
because
we
know
now,
there's
a
huge
need
for
it.
Get
lab
has
built
this
handbook
and
so
we're
trying
to
give
back
in
an
other
people
to
use,
get
allowed
to
go
to
hand
books
up
there.
A
Did
you
ever
make
any
mistakes
in
all
remote,
something
that
you
can
share
and
you're
like
yeah?
This
needs
to
be
out
there
because
the
handbook
shows
right
now
what
works
right.
It's
been
through
several
iterations,
it's
what
works
right
now
and
what's
the
common
denominator
for
everyone?
Indeed,
lab
yeah.
A
B
A
B
I
mean
by
hand
look
first
if
you're
working
on
a
project
and
there's
a
process,
that's
going
to
change
your
your
first
supposed
to
make
the
change
in
the
handbook
and
then
communicate
and
disseminate
this
information
out.
That
is
not
human
instinct.
Human
instinct
is
do
the
change
as
quickly
as
you
can
and
then
spray
it.
As
far
as
you
can
email
it
out,
slack
slack
it
out
like
just
throw
it
out
as
many
places
as
you
can
and
then
eventually
maybe
get
around
to
changing
the
handbook.
B
But
what,
if
you
don't
so
now
you
have
two
sources
of
truth:
you
have
whatever
you
just
announced
it's
going
to
expire
in
90
days,
and
then
you
have
the
old
way
still
left
in
the
handbook.
Now
that
starts
to
create
this
function,
so
the
where
it
doesn't
work
is
not
having
everyone
bought
in
to
a
single
source
of
truth.
If
you're
going
to
do
remote
well,
everyone
has
to
believe
that
there
is
a
single
source
of
truth
for
everything.
B
The
handbook
and
a
communication
plan,
and
in
in
some
ways
the
handbook
is
communication
because
for
us
we
communicate
with
each
other
as
best
we
can
by
sending
links
to
documentation
in
the
handbook.
So
we
communicate
processes
protocols
in
the
way
we
do
things
by
sending
a
link
that
started
in
the
handbook.
So,
in
my
view,
communication
and
handbook
go
hand
in
hand.
They
are
the
same.
They
have
to
be
treated
as
the
same
because,
again
you
don't
want
to
communicate
something
out
and
then
forget
to
document
it
in
the
handbook.
B
You
want
to
first
document
the
change
in
the
handbook
and
then
communicate
it
out.
It's
absolutely
essential.
It's
really
important
in
a
hybrid
remote
setting,
because
what
can
happen
in
a
hybrid
setting
is
something
can
happen
in
a
meeting
or
after
a
meeting
or
in
a
hallway
conversation
just
casually
walking
to
and
from
the
office
and
it's
just
verbalized,
and
no
one
actually
stops
to
think
that
hey.
This
is
significant.
This
is
going
to
change.
B
How
we're
doing
things
I
should
document
this
in
a
single
source
of
truth,
so
that
anyone
that
isn't
within
the
ten
foot
circle
of
hearing
this
that's
access
to
it.
So
it's
more
likely
to
fail
in
a
hybrid
setting,
because
you
have
to
retrain
people's
brains
to
remember.
Okay,
if
I'm
verbalizing
a
change
in
an
office,
it
is
now
my
responsibility
to
document
that,
because
there
are
people
outside
of
this
office
that
need
this
information.
It's
a
different
way
of
thinking.
A
B
We
actually
have
a
as
you
would
not
be
surprised
to
learn.
We
have
an
entire
handbook
section
dedicated
to
communication
and
I
would
encourage
anyone
to
google
get
lab
communication
handbook
and
you'll
see
it.
You
can
copy
and
paste
it.
It's
all
open-source,
but
it
lays
out
intentionally
where
work
communication
happens.
Where
informal
communication
happens,
how
one-on-ones
are
structured.
We
have
an
actual
guideline
so
that
everyone
in
the
company
knows
that
you're
doing
one
on
one.
B
It's
the
same
as
everyone
else,
so,
even
on
those
leadership
side
of
things,
we
have
that
documented
how
to
communicate
across
as
leaders
prescriptive
about
everything.
Very
few
companies
are
gonna.
Take
the
effort
to
actually
write
down
and
document
how
one-on-ones
are
delivered,
but
you
need
to
because
it's
the
only
way,
you're
gonna
ensure
that
thousands
of
people
potentially
are
being
have
the
same
access
to
the
same
one-on-one
as
anyone
else.
You
have
to
write
it
down.
B
I,
wouldn't
I
would
say,
don't
be
overwhelmed
by
the
thought
of
I
have
to
write
down
everything
about
how
we
communicate
just
start
with
one
thing:
just
roll
with
one-on-ones
or
just
start
with
how
you
communicate
informally
and
just
build
on
it
and
build
on
it
and
iterate
on
it.
I
like
to
say
that
remote
doesn't
happen
overnight.
It's
a
journey.
It's
a
process
just
like.
If
you
were
opening
a
new
office,
it's
unlikely
that
everything
would
work
really
well
on
day.
One
the
key
fobs
might
not
work.
The
elevator
might
get
stuck.
B
Lunch
shows
up
late.
The
HVAC
is
going
crazy,
it's
too
hot,
it's
too
cold,
but
that
doesn't
mean
you
just
give
up
on
the
office.
That
means
you
just
polished
it
you
get
better
at
it
every
single
day,
but
you
have
to
be
intentional
about
certain
elements
of
communication
that
you
can
leave
to
serendipity
in
an
office.
Informal
communication
is
a
big
one.
We
have
to
be
intentional
about
structuring
coffee,
chats,
structuring
team
social
calls
into
our
calendar,
so
our
people
group
actually
needs
with
leadership
and
we
brainstorm
on
ways
to
engage
the
team.
B
A
great
example
of
this
is
a
couple
of
weeks
ago
we
had
our
entire
marketing
team
on
a
Zune
call
over
130
people
for
a
talent
show.
So
this
was
something
that
was
put
on
everyone's
calendar
two
weeks
in
advance,
with
a
Google
Doc
agenda
attached
to
the
invite-
and
it
says,
sign
up
with
your
talent.
We
had
over
20
people
sign
up.
We
had
someone
doing
sign
language
with
their
dog.
B
And
engaging
an
innovative
way
to
connect
as
a
remote
team,
and
it
didn't
take
a
ton
of
effort.
It
was
just
one
counter
invited
with
one
Google
Doc
agenda
set
two
weeks
in
advance.
Anyone
can
do
this
using
existing
tools
that
you
have
it's
just
a
mindset
change.
We
have
to
be
intentional
about
setting
up
an
atmosphere
for
our
team
to
bond
as
humans.
A
B
There's
plenty
of
negativity:
we
live
in
a
world
where
business
is
not
perfect
and
we
have
to
deal
with
that.
We
deal
with
our
systems.
Failing
we
deal
with
clients
having
issues,
they
thought
something
was
going
to
work
some
way
and
then
now
it's
not
working
that
way.
We
have
all
of
those
issues
that
any
other
business
would
have.
The
difference
is
it's
all
written
down
on
how
to
deal
with
it,
so
our
response
tends
to
be
much
calmer
and
much
more
articulated.
B
Much
more
intentional,
there's
far
fewer
fire
drills
because
our
responses
are
written
down.
Everything
links
back
to
our
values,
we've
seen
so
much
in
the
nine
ten
years
that
we've
been
around
that
we've
documented
everything
that
we've
learned
about
solving
problems
along
the
way
so
sure
we
still
see
new
problems,
but
a
lot
of
them
are
radically
new,
there's
some
element
of
something
that
we've
seen
before
and
if
we've
documented
the
process
and
everyone
can
rally
around
it,
it
helps
the
solving
of
those
problems.
B
I
think
what
happens
in
most
companies
is
when
you
don't
document
how
you
deal
with
things
every
single
time.
Something
happens.
It's
the
biggest
thing
ever
because
you're
starting
from
scratch
on
who
needs
to
be
in
the
room
who
needs
to
know
what?
What
have
we
shared
with
people?
What
do
people
know
when
did
this
start?
How
did
we
deal
with
this
last
time?
This
is
all
before
you
actually
get
to
the
point
of
solving
the
problem.
B
This
creates
a
lot
of
chaos,
a
lot
of
dysfunction,
but
imagine
if
you
had
all
of
that
already
written
down
and
you
started
solving
it
from
a
single
source
of
truth.
I
mean
I,
see
this
happen
every
day
where
something
some
crisis
minor
crisis
will
happen
in
get
lab,
we'll
throw
in
a
zoom
link.
Anyone
across
the
company
that
feels
like
they
can
add
input
can
jump
into
this
zoom
call
and
there's
a
Google
Doc,
where
it's
organized
on
who
is
typing
and
speaking
when
and
we
solve
problems
transparently.
B
B
Pretty
much
any
company
could
grab
a
zoom
link
in
a
Google
Doc
and
do
this
exactly
the
same
way,
the
difference
is
it's
built
into
our
DNA
and
our
culture.
Of
course,
this
is
how
we
do
it
there's
something
happening.
Why
should
we
be
upset
about
that?
Let's
all
jump
in
and
solve
it
together.
That
is
the
biggest
difference
in
most
companies.
Whenever
a
crisis
happened,
it's
like
all
right,
let's
conceal
it
to
the
tightest
possible
plot,
the
fewest
people
at
the
end
of
the
meeting,
and
it's
like
what
are
you
doing?
B
A
B
Yeah,
we
survey
our
workers
just
like
anyone
else
and
we'll
ask
questions
on.
How
confident
do
you
feel
in
the
decisions
that
leadership
is
making?
Do
you
feel
like
they're
being
transparent?
Are
you
happy
with
your
current
manager?
Is
there
something
that
your
manager
could
do
to
make
your
life
better?
Do
you
want
to
learn
more
about
other
parts
of
the
company?
We
ask
these
questions
in
routine
surveys.
We
have
DNI
surveys,
diversity
and
inclusion.
B
We
have
management
surveys,
we
have
leadership
surveys,
we
love
data
and
what
we
ask
these
questions
and
we
publish
it
in
the
handbook,
and
our
managers
are
very
intentional
about
using
that
data
to
make
it
better
because
they
get
lab.
If
you're
gonna
ask
the
question
we
put
in
the
time
to
answer
it,
we
expect
something
on
the
backend.
B
We
expect
that
that
information
to
be
viewed
and
something
to
be
done
with
it
and
that's
just
part
part
of
who
we
are
so
I,
don't
think
that's
drastically
different
I
just
think
the
amount
of
transparency
we
have
in
what
the
questions
are
and
who's
answering
and
what's
going
to
be
done
about
it.
That
to
me,
is
the
difference.
A
Did
you
ever
try
to
measure
the
effect
on
the
the
bottom
line
of
your
transparency,
hiring
practices,
especially
because
you
can
hire
anytime
anywhere,
really
the
top
talent
right?
So
it
is
a
competitive
advantage.
Did
you
do
any
kind
of
benchmarks,
with
companies
that
maybe
are
in
the
same
field,
doing
remote,
but
not
the
way
you
do
it
and
just
compare
how
how
you
guys
are
doing
I.
Think.
B
B
Usually
leadership
is
centered
around
a
certain
time
zone.
So
how
hard
a
company
leans
into
a
synchronous
versus
synchronous
is
very,
very
different.
One
thing
that
I
do
know
that
comes
to
mind
on
the
recruiting
side
is
that
we
have
over
80%
voluntary
retention
rate,
which
is
very
high
compared
to
my
street
peers.
B
And
what
this
means
is
people
are
choosing
to
stay
here,
because
the
values
are
lived
because
they
appreciate
the
autonomy
and
the
flexibility
that
remote
provides
and
frankly,
they're
less
incentivized,
and
let
it's
less
of
luring
the
potential
poaching
offers,
with
maybe
bigger
salaries
or
bigger
titles
and
more
prestige,
because
we
tend
to
hire
people
that
if
you
ask
them
to
rank
things
of
importance.
Like
salary
ego,
title
prestige,
job
title,
autonomy
is
usually
at
the
top,
and
this
is
the
competitive
advantage
that
a
co-located
company.
B
Offer
it
does
have
that
you
can
change
locations
every
week
if
you
want
to.
We
have
some
people
that
just
travel
the
world
and
there
they're
never
in
the
same
place.
We
have
some
people
that
can
drive
around
a
country
in
an
RV
and
every
day
like
what's
in
the
background,
something
different
every
day,
and
then
we
have
some
people
that
their
mobility
challenged,
and
they
just
appreciate
that
they
can
be
where
they
need
to
be
build
the
home
office
that
works
for
them
and
contribute
to
the
world
in
a
meaningful
way.
B
All
of
these
things
are
really
important,
and
it's
going
to
take
a
lot
to
pull
you
away
from
that.
It's
a
competitive
advantage,
because
right
now,
frankly,
there
are
a
lot
of
alternatives,
but
we
hope
that
we
can
set
of
eyes
and
influence
more
alternatives.
We
actually
want
people
to
have
more
options,
because
we
we
don't
want
remote
to
be
the
exception.
This
should
not
be
this
kind
of
elitist
perk.
This
should
be
the
norm
for
any
digital
company
and
we're
trying
to
do
whatever
we
can
to
help
influence
that.
A
B
Think
any
company
can
move
at
least
part
of
their
organization
to
remote,
so
I
mentioned
a
manufacturing
side
of
it.
For
example,
if
you're
an
automotive
company,
it's
going
to
be
very
difficult
for
you
to
be
fully
remote.
There
will
be
some
part
of
your
business
where
you
need
to
like
bolt
a
tire
onto
an
axle
to
actually
make
the
product
that
you're
going
to
sell
I
totally
get
that,
but
there's
no
reason
your
HR
department,
your
finance
department,
your
marketing
department,
all
of
that
could
be
remote,
so
maybe
now
going
forward.
B
The
only
part
of
your
business
is
in
this
shared
warehouse
where
the
physical
component
is
bolted
together,
but
everything
else
is
remote.
I
think
this
is
a
shift,
because
you
often
hear
that
my
business
isn't
amenable
to
remote.
It's
an
all-or-nothing
type
of
thing,
because
we
have
a
part
of
the
process
that
involves
physical
manufacturing,
I.
Think.
B
Break
down,
because
in
this
suddenly
remote
moment
in
time,
you
have
a
lot
of
those
manufacturing
companies
that
are
still
manufacturing
but
they're
executives
and
their
other
parts
of
the
teams
are
working
for
Moto.
So
now,
all
of
the
sudden,
the
myth
is
busted
you're
learning
that
oh
actually,
a
lot
of
what
we
do
can
be
done
remotely,
even
in
some
optimal
settings.
B
Imagine
six
months
from
now,
when
you've
had
a
chance
to
lay
the
right
remote
infrastructure,
your
company's
gonna
feel
a
lot
more
fluid
than
it
does
right
now,
I'm
actually
proud
of
humanity
for
how
well
we've
adapted
and
rolled
with
this
change
and
I
remind
people
that
this
isn't
remote
work.
This
is
crisis
induced
work
from
home,
where
you
had
no
planning
no
preparation
and
you're
building
the
remote
infrastructure
teaching
your
people
how
to
be
fluent
and
remote
in
real
time.
B
This
is
very
difficult
and
not
at
all
optimal,
so
I'm,
proud
of
humanity
as
a
whole
for
doing
what
we're
doing
and
I
think
the
companies
that
take
this
seriously
and
are
intentional
about
laying
this
groundwork
are
going
to
be
much
better
off.
Even
if
a
lot
of
their
people
do
choose
to
go
back
to
the
office,
there
will
be
some
an
adult,
and
even
if
you
have
two
offices,
for
example
your
remote
to
each
other,
so
you're
laying
groundwork,
that's
going
to
benefit
the
company
overall.
B
In
terms
of
where
this
is
going,
I
think
it's
a
major
societal
shift.
I'm
gonna
give
you
an
example.
You
have
hundreds
of
thousands
of
tech
workers
right
now
in
Silicon.
Valley
that
are
gonna,
spend
the
next
three
or
four
months
doing
their
jobs
from
home
and
in
three
or
four
months
the
boss
might
say
all
right
time
to
resume
that
commute
and
I.
B
So
now
that
I've
decoupled
location
in
my
life,
why
don't
I
actually
go
somewhere
with
better
air
quality,
better
schools,
more
land,
more
space,
maybe
back
to
my
hometown
or
community,
that
matters
to
me
where
I
can
actually
invest
in
a
smaller
place
and
and
reap
the
rewards
of
that
really
pour
into
the
people
in
some
of
these
communities
and
I.
Think
the
third
order
of
that
is
businesses
are
gonna,
see
this
moment
as
the
the
awakening,
the
wake-up
call
that
decoupling
geography
and
your
business
will
help
de-risk
it.
B
So,
for
example,
you
look
like
it
breaks
it.
There
are
a
lot
of
companies
that
were
based
in
London
that
have
been
permanently
altered
and
impacted
by
Briggs
at
footage
which
had
nothing
to
do
with
their
business
fundamentals.
You
have
companies
now
that
were
based
in
Milan,
for
example,
one
of
the
coded
hotspots
and
they're
being
more
negatively
impacted
than
a
business
in
Dallas
Texas,
not
because
of
their
business
fundamentals,
just
because
of
socio
economic
factors
and
global
crises
that
they
could
have
never
seen
coming.
B
B
I
think
people
in
this
time
of
isolation
are
finding
more
innovative
ways
to
connect
with
people
to
engage
with
people
they're
doing
zoom
double
dates
for
getting
kids
on
zoom
calls
and
letting
them
connect
across
oceans
and
speak
different
languages
to
each
other
and
show
off
different
toys
to
each
other.
This
is
fascinating
stuff
that
if
this
had
not
happened,
I
don't
think
humanity
would
have
paused
to
do
it.
I
think
we're
also
realizing
that
community
matters
family
matters,
and
it's
a
great
moment
to
question
how
tightly
should
your
identity
be
tied
to
work?
B
Should
we
actually
be
filling
some
of
those
voids
of
the
happy
hours
with
actually
spending
time
with
our
own
families
or
in
our
own
communities?
I
think
this
is
going
to
be
a
key
thing
that
people
as
a
whole
think
about
and
talk
about
in
the
year
ahead,
and
it
wouldn't
have
happened
without
this,
so
I'm
optimistic
about
it.
I
think
that
this
change
is,
on
the
whole,
be
really
good
and
remote
is
going
to
empower
more
people
to
contribute
more.
B
A
It
took
way
more
disasters
to
even
start
remote
I
was
talking
to
Professor,
Sumatera,
Graham
and
and
she's
been
studying
this
since
1992,
and
then
she
took
me
through
several
disasters:
hurricanes,
9/11,
2000,
the
change
of
date
right
and
everything,
and
she
said
really.
It
takes
disasters
to
move
more
and
more
to
remote,
she's
she's,
just
as
positive
as
you,
but
I
I
do
believe
that
it
takes.
A
There
are
negative
sides
as
well:
I
mean
there's
more
domestic
violence.
Unfortunately,
I
was
talking
to
Marta
frying
about
about
this.
There
are
people
who
literally
miss
out
their
their
colleagues
at
work.
Even
if
they're
introverts
I
have
a
very
good
friend
and
she's,
an
introvert
and
and
she's
just
going
like
I
I
need
to
get
out.
I
want
to
see
my
colleagues
right.
B
A
A
B
Very
hopeful
that
once
the
world
returns
to
normal,
you
can
still
get
out
of
your
house
and
meet
colleagues,
so
I
think
that's
the
difference.
What
we're
living
in
right
now
is
not
eternal.
There
will
be
a
moment
where,
like
not,
everyone's
gonna
shut
their
office
down
overnight.
So
maybe
you
just
want
to
work
from
home
one
week
and
then
work
in
the
office
the
next
week
to
get
that
in-person
interaction
with
your
people,
everyone's
different,
once
we're
back
to
normal
and
travel
can
resume.
B
You
can
have
that
that
are
just
need
more
flexibility,
so
I
would
just
encourage
people
not
to
take
me
here
and
now,
as
what's
going
to
be
eternal,
the
issues
you
mentioned
are
real.
Absolutely
we,
for
example,
we
like
expense,
co-working
spaces,
but
a
fifth
of
our
company
takes
us
up
on
that
and
right
now
they
can't
go
to
a
co-working
space
so
very
similar.
They
don't
want
to
be
working
from
home,
but
they
have
to
be
said.
A
When
they
can
socialize
definitely
one
last
question
Darren,
you
have
been
studied,
like
crazy
by
researchers.
Get
labs
name
is
on
everyone's
lips.
Whenever
they
talk
about
all
remote
anyway,
you
are
doing
interviews,
videos,
you're,
very
open
with
your
handbook
and
everything
you
are
doing.
Everything
is
posted
online,
but
I
somehow
feel
that
the
research
is
directed
by
them.
If
you
were
to
research,
something
what
would
be
the
topic
that
you
would
say
yeah,
this
is
really
a
must
research
in
all
remote
companies.
B
I
would
love
to
see
more
research
on
the
cultural
implications
linked
to
ROI
I
think
this
has
the
biggest
in
biggest
potential
for
impact
long
term,
because
if
you
can
link
the
cultural
nuances
of
why
we
do
the
things
that
we
do
why
we
treat
people
differently,
why
we
treat
our
clients
differently?
Why
values
matter
so
much
that
actually
drive
better
business?
B
It
will
add
more
empathy
in
more
companies,
whether
the
remote
or
not
and
I
really
want
to
see
a
place
where
empathy
is
directly
linked
to
business
results,
because
we
know
it
and
we
feel
it,
but
there
hasn't
been
a
lot
of
research
and
done
on
it
such
that
every
company
I
want
their
CEO
on
a
quarterly
earnings,
call
to
be
grilled
on
how
empathic
is
your
company
I?
Don't
want
to
hear
about
sales,
metrics
I!
Don't
want
to
hear
about
the
usual
metrics
I
want
to
hear
about.
How
are
you
treating
your
people?
B
How
are
you
empowering
your
people?
How
are
you
ensuring
that
your
people
want
to
stay
with
you
to
me?
This
is
the
next
big
leap
and
remote
forces
empathy.
It
just
does
and
I
think
there's
a
huge
amount
of
research
that
can
happen
on
that
I
get
lab
and
elsewhere.
So
I
hope
if
a
researcher
is
listening,
you're
interested
in
that,
let
me
know
how
I
or
we
can
help.
Oh
definitely.