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From YouTube: All remote and culture Q&A
Description
With Chorus
B
B
B
D
C
D
B
If
you,
google,
get
my
old
remote,
we
have
a
huge
page
with
all
kinds
of
pointers
to
the
things
we
do.
It's
different
elements
to
do
so
what
you're
going
to
have
in
a
remote
company
is
less
informal
communication,
less
people
working
by
people
overhearing
each
other.
Your
software
is
nothing
with
that.
Yeah.
B
Look
at
to
your
side
to
see
what
I'm
someone
else
is
doing,
so
we
did
too
right
ages
and
all
the
processes
are
in
there.
If
you
want
to
change
something
instead
of
setting
email,
the
set
of
we
try
to
get
people
to
change
the
head,
focused
and
I.
Think
today,
and
the
new
person
coming
in
will
be
able
to
beat
the
same
thing
sacred
Wilfong.
She
always
have
to
realize
the
year
from
now,
most
people.
B
So
they
will
go
to
my
school
today
or
do
you
want
to
optimize
for
now?
You
should
be
optimizing
for
now
right
things.
If
you
doing
get
back,
you
get
an
issue.
There
were
many
checkboxes
and
things
you
have
to
do
too.
That's
the
same
in
a
normal
company,
except
no
one
put
it
all
together,
because
I'm
gonna
figure
it
out.
He
should
go
see
something
on
the
screen
like
that.
What's
it
sister
I
don't
have
access
to
it.
B
B
Another
thing
you
gotta
over-communicate
official.
So
this
day
tomorrow
this
morning,
at
8
o'clock,
I
sit
down.
We
were
having
a
meeting.
I
walked
out
of
the
meeting
early
to
be
with
the
team.
We
were
having
a
poll
about
what
we
were
learning
here
reinvented
it's
not
going
to
be
the
day.
I
get
back
to
the
office.
He
was
a
sip
whether
you
learned,
so
you
have
to
be
very
conscious
of
communicating
when
we
were
front
raising,
there's
a
Federation
channel
to
play
by
play
like
every
meeting.
B
E
E
B
B
B
A
A
Documentation
is
important,
but
encouraging
everyone
to
collaborate
in
that
documentation
so
that
people
aren't
just
reading
the
documentation
they
feel
like
they
have
a
responsibility
to
participate
and
make
that
documentation
better
represents
the
current
standard.
So
if
someone
has
an
observation
for
company
about
hey
I
think
we
can
improve
an
explanation
of
the
values
in
this
way.
The
expectation
is
that
you
do
indeed
improve
it
and
you
are
the
one
who
makes
a
change
in
the
handbook.
It's
not
just
sit.
It's
not
just
leadership
team.
A
It's
everyone
collaborating
to
make
those
values
which
help
someone
feel
ownership.
I
know
with
my
team,
one
of
the
things
you
did
or
force
this
on
a
daily
basis
is
we
make
changes
in
process.
We
recently
resegmented
our
sales
organization
and
we
framed
that
in
the
values.
This
is
one
of
the
reasons
why
we
are
doing
it
actually
make
us
more
aligned
with
our
values
than
we
were
before
so.
D
A
B
B
C
Letting
you
do
a
community
for
each
day
on
how
to
go
before
you
commit
a
code.
We
need
to
kind
of
make
sure
you
do
this
extra
test,
this
extra
motivation
or
you
need
to
kind
of
make
sure
that
it
doesn't
burn
for
the
legacy
customer.
How
somehow
that
goes
in.
How
do
you
enforce
it,
especially
if
it's
like.
A
Also
attendees
to
the
sea
house
process,
they
explained
the
process,
so
it
helps
us
to
constantly
engage
across
the
company.
So
we
think
of
a
process
and
everything
we
do
and
the
handbook
is
meant
to
be
a
good
environment
for
small
changes.
So
it's
very
easy
to
communicate
a
small
change.
We
don't
say:
hey,
go
reread
the
sails
happen.
We
we
shoot
out
a
slack
and
says
hey.
It
just
made
a
quick
update
to
the
SMB
sales
script
and
there's
a
link
to
the
change.
You
can
click
on
it.
A
A
D
Another
question
I
think
it's
been
working,
I
mean
also
I
put
a
couple,
but
let's
are
dearly
I'm
curious
on
how
you
see
things
I,
really
like
your
the
R&D,
like
we're
talking
about
the
whole
development
process,
started
from
playing
I
think
they
can
Trevor
all
stages.
That's
something
you
guys
should
know
how
my
heart
well.
E
D
D
B
I
think
for
everyone,
it's
all
about
cycle
time,
cord
compression
and
that's
that's
for
developers
and
security
and
operations.
Operations
mean
time
to
resolution,
but
that's
also
in
in
sales
sure
need
the
cell
cycle.
Surely
each
individual
part
of
the
society
I
think
are
also
discovering
sales
that
we
have
been
have
many
small
changes?
We
don't
want
to
do
these
big
changes,
because
it
makes
everything
that's
harder,
so
small,
refinements
to
the
process.
Ingenious.
B
F
A
A
The
course
is
related
a
bit
to
the
conversation
about
the
alter
one
of
the
primary
use
cases
that
the
reps
Fras
before
the
most
was
their
own
self
reviews.
They
wanted
to
listen
to
themselves.
They
wanted
to
go
back
and
hear
what
worked,
what
didn't
they
can
iterate
their
fruit
on
their
own.
So
there's
a
coaching
element:
there's
a
management
owner
there's
a
lot
of
different
capabilities,
but
we're
also
enabling
the
team
to
continue
to
iterate
on
their
own
even
faster
than
we
as
an
organization
might
be
adaptive.
A
D
C
D
B
B
D
D
B
It's
an
accident
and
we
have,
if
you
go
to
our
leadership
page,
we
new
targets
extensively
about
this.
You
try
to
combine
the
best
pieces
of
a
consensus
in
a
hierarchical
organization,
since
this
organization
is
big
because
you
get
a
lot
of
data,
you
get
a
lot
of
info,
so
we
open
up
issues.
We
tell
everyone
my
favorite
from
doing
this,
both
of
your
folks,
but
the
decision
is
made
by
the
directly
responsible
without
having
to
convince
anybody
else.
B
B
If
you
make
the
decision
consensus
now
you
get
into
a
failure
mode
where
it
takes
too
long
to
make
the
decision
and
to
gain
speed.
People
are
gonna
start
hiding
their
projects
from
each
other,
not
asking
each
other
for
input,
because
it's
on
the
radar
and
everyone's
gonna
weigh
in
at
your
slogan,
if
you're
only
hierarchical
the
failure
modes,
obvious
you're
kind
of.