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From YouTube: Social Distance Exposed: Building Connections with Remote Coworkers in the Era of Social Distancing
Description
Description from the event: Social Distance Exposed will be an experiment on learning and connecting in the digital age during the COVID-19 outbreak. Join us as we navigate fostering connection and learning outside of our bubbles through virtual gathering in real-time. The event will be spearheaded by Emilie Schario from GitLab, the largest all-remote company in the world. Small group activities and discussions will cover: finding solace in uncertainty, fostering connections virtually, social justice during a pandemic, how to help in your community, and much more. Since social distancing is cutting down on Sunday brunch, use this gathering as an opportunity to grab your quarantine buddy, roommates, and have a brunch at home as you participate!
Eventbrite: https://www.eventbrite.com/e/social-distance-exposed-tickets-100078678020#
Interest form: https://docs.google.com/forms/d/e/1FAIpQLSd3nuQVTtKla394v2b1zXeIBXbl_1DviBfOqSnex10pnQPLlQ/viewform
Issue: https://gitlab.com/gitlab-com/marketing/corporate-marketing/-/issues/2178
A
So
now
I
hope
everyone
was
able
to
people
in
their
small
groups
a
little
bit.
We're
gonna
continue
using
the
breakout
tool
during
the
rest
of
the
experience,
and
it
is
a
good
way
to
like
kind
of
bring
the
big
group
together
and
still
feel
like
you're
getting
to
talk
to
new
people,
but
now
we're
gonna
I'd
like
to
introduce
Emily
Shari
who's
gonna,
be
our
keynote
speaker
today,
a
little
bit
about
Emily's
background.
A
So
Emily
today
is
going
to
speak
to
us
a
little
bit
about
one
on
the
organization
that
will.
How
can
you
cultivate
gatherings,
meetings,
connections
amongst
larger
groups
of
people
digitally
and
then?
Secondly,
how
can
you
as
an
individual,
still
connect
being
open
and
vulnerable
in
a
virtual
setting
with
people
that
you
are
engaging
with
on
a
regular
basis?
So
two
very
pertinent
topics
and
lots
of
questions
there
to
be
and
I
think
Emily.
I,
can
you
can
go
ahead
and
take
it
away
thanks
again
for
being
our
keynote
yeah.
B
Of
course,
thanks
folks
for
having
me,
so
my
name
is
Emily.
Sherry,
Oh,
caring
people
discover
new
features
of
zoom
is
a
novelty
for
me,
because
I've
spent
the
last
two
years
working
at
get
lab
where
a
zoom
is
my
primary
form
of
interaction
with
my
co-workers
and
it's
easy
to
take
for
granted
how
much
we
work
in
that
everyday
and
the
last
couple
of
weeks
or
yeah.
It
feels
like
a
couple
of
weeks.
B
It
hasn't
been
that
long
have
been
a
great
reminder
of
how
just
how
much
I've
gotten
to
take
that
for
granted
that
my
norm
is
working
from
my
home
office,
which
is
where
I
am
right
now.
This
is
my
work
desk.
That's
my
personal
desk!
This
is
my
work
laptop,
that's
my
personal
laptop,
so
as
paying
bills
this
morning,
which
is
why
it's
open
and
there's
pile
of
papers
around
it
and
drawing
these
kind
of
boundaries.
B
Some
people
do
the
digital
Nomad
thing,
but
much
more
likely,
most
people
just
kind
of
work
from
their
home
or
a
coffee
shop
or
whatever
environment,
co-working
space,
whatever
environment,
sets
them
up
for
success.
For
me,
personally,
I
graduated
from
college
in
2015
moved
into
startups
via
venture
for
America.
Fellowship
worked
out
of
a
Baltimore
based
and
fin
tech
startup
for
a
while,
where
I
was
based
in
Baltimore.
B
But
the
team
that
I
want
was
on
was
totally
remote,
so
my
manager
was
in
Providence,
Rhode
Island
and
our
designer
was
in
California
and
folks
were
were
scattered.
We
got
together
on
a
quarterly
basis,
and
that
was
kind
of
my
dipping.
My
toe
into
remote
work.
I
was
with
my
now
husband
and
boyfriend.
Back
in
college,
we
got
serious
moved
in
together,
I
moved
to
follow.
B
In
a
couple
hey
Chandler,
can
you
mute?
Please
Thanks
I've
works
in
a
couple
of
different
remote
configurations,
so
there's
hybrid
remote,
where
some
people
are
in
an
office
and
some
people
are
working
remotely
and
then
there's
all
remote,
which
is
the
situation
we're
in
a
cute
lab
where
there
is
no
office,
everyone
works
remotely.
So
that's
a
little
bit
about
me.
I'm
gonna
go
ahead
and
share
my
screen
and
just
kind
of
talk
you
through
these
slides.
So.
B
View
present
now
we're
sharing
my
screen.
So
first
I'll
point
you
to
all
remote
info.
This
really
really
phenomenal
resource
that
we've
spent
the
last
couple
a
long
time
building
out
at
get
lab
tons
of
resources
there.
It
would
literally
be
too
much
for
me
to
go
through
in
this
call
it
even
if
I
took
the
whole
thing.
B
The
answer
isn't
the
same
to
everyone,
and
so
what
I'm
sharing
is
going
to
be
my
experience
from
the
gitlab
perspective.
This
is
a
company
for
where
we
are
today,
but
what
I
needed.
Even
you
know
four
years
ago,
when
I
graduated
from
college
and
was
in
that
first
row
role
was
really
different
from
what
I
need
today
to
be
successful,
and
the
same
is
just
gonna
be
true
for
you
and
your
org.
So
what
what
there
are
different
ways.
B
B
So
English,
lessons
or
tutoring
are
something
that
we
offer
as
a
benefit,
because
it's
something
that
our
team
members
need
to
be
more
confident
in
their
English,
so
think,
spend
some
time
thinking
about
what
you
or
your
teams
need
in
order
to
work
effectively
remotely.
So
for
me,
like
zoom,
is
one
of
the
big
things
video
calls
being
able
to
see
body.
Language
is
something
that's
really
important
to
me.
There's
no
right
answer
here
again,
it's
what's
best
for
you
and
your
team,
so
I've
shared
a
little
bit
about
me.
B
I
won't
dive
in
anymore,
but
that's
my
twitter
handle.
If
you
want
to
continue
the
conversation
afterwards,
so
get
labs
mission,
is
everyone
can
contribute?
This
is
from
contributing
to
how
we
run
the
company
to
how
we
build
the
product
get
up
itself
as
an
open
core
product,
how
we
run
the
company.
We
use
our
gitlab
handbook
it's
available
at
about
chocolate,
lab
column,
slash
handbook,
it's
currently
5,000
pages
long,
but
the
thing
to
highlight
here
is
that
everyone
can
contribute
to
it.
B
So
anyone
with
a
git
lab
comm
account
which
is
free
to
create,
can
go
in
and
propose
a
change
to
how
we
run
the
business
independent
of
whether
or
not
you
work
forget
lab,
and
that
is
our
mission.
It's
really
making
it
possible
for
everyone
to
contribute
and
that's
where
this
bias
towards
all
remote
comes
from.
If
we
want
everyone
to
contribute,
we
can't
limit
it
to
just
people
in
San,
Francisco
or
New
York.
We
want
to
make
it
so
that
anyone
around
the
world
can
contribute
to
our
organization.
B
So
we
recently
launched
a
get
Lab
remote
work
report
about
understanding
who
works
remotely.
What
makes
remote
workers
tick?
What
are
the
things
that
drive
them
crazy?
How
what
additional
resources
do
they
need
to
be
successful?
So
this
gif
kind
of
goes
quickly?
It's
it
can
be
a
little
bit
hard
to
see,
but
some
of
the
cool
things
that
came
out
of
this
were
that
60%
of
people
who
work
remotely
don't
do
don't
find
the
digital
Nomad
thing
appealing.
So
that's
not
a
standard.
B
People
feel
that
remote
work
leverages
the
playing
field,
that
they
feel
that,
when
a
whole
company
is
working
remotely,
as
opposed
to
some,
they
have
the
opportunity
to
be
promoted
just
like
they're
in
office
coworkers.
So
lots
of
really
really
great
information
here
and
we
get
that's
available
at
that.
All
remote
info
link.
B
So
the
chaps
is
for
anyone
who
is
unclear
about
what
git
is
it's
a
distributed
code
version
management
tool,
yeah,
that's
great,
get
and
get
lap
or
different
things
get
lab
is
a
software
that
makes
it
easier
to
collaborate,
we're
a
single
application
for
the
entire
DevOps
platform
from
planning
it
all
the
way
through
releasing
it
and
it's
built
on
git.
But
thanks
for
the
addition
Mike.
B
What
we
figured
out
over
the
last
couple
years
through
remote
through
building
this
company
remotely
in
with
other
organizations
that
are
going
through
this
transition,
whether
it's
just
for
now
or
something
organizations,
might
want
to
do
long
term,
so
things
that
are
difficult
and
are
confusing
and
as
companies
transition
to
remote
we're
paying
questions
like
how
do
I
manage
your
routine?
What
tools
do
we
need?
B
How
do
I
know
that
my
team
members
are
working
or
have
what
they
need
to
be
successful,
so
lots
of
questions
out
there
right
now
and
we're
seeing
companies
just
couldn't
simply
change
this
to
remote
transition
to
remote?
This
isn't
a
surprise
to
most
of
you,
but
when
you're
told
not
to
come
into
the
office
very
anymore,
that's
a
really
different
work
system.
Then
someone
who's
intentionally
built
a
company
remotes.
We
genuinely
just
want
to
help
remote
work
is
beneficial
to
lots
of
things
it's
beneficial
to
companies.
B
So
one
of
the
things
we
highlight
is
that
at
some
point
your
company
will
not
all
be
sitting
around
the
same
desk
in
weather
that
you
expand
across
multiple
floors
in
an
office
building
or
you
open
a
second
office
somewhere
you're
going
to
be
working,
distributed
and
so
working
remotely
all
remote
from
the
beginning
and
and
operating
in
this
way
forces
you
to
do
things
that
you
would
do
anyway
and
do
them
earlier.
Remote
work
is
great
because
it
forces
that
discipline
from
the
beginning.
B
We
pay
people
local
market
rates,
which
allows
us
to
bring
more
team
members
on
board,
and
then
you
know,
hire
more
people
pay
them
competitive
rates.
Give
people
around
the
world
opportunity
to
work
for
a
Silicon,
Valley
style,
startup,
independent
of
where
they
are,
and
we
don't
pay
an
office
cost
in
exchange.
For
that
we
get
to
hire
the
best
people
independent
of
the
geography
they're
in,
but
it's
harder
if
you're.
D
B
Yeah,
so
can
you
hold
that
question
for
a
bit
Mickey
and
we
can
come
back
to
it
at
the
end
and
just
remind
me
about
it,
because
I
want
to
share
my
screen.
I'll
show
you
where
you
can
actually
find
the
details
on
that
in
our
handbook.
So
remote
work
isn't
easy,
though.
What
if
you
don't
have
a
home
office
like,
especially
if
you
live
in
a
geo
with
more
expensive
rent,
you
might
not
have
an
extra
bedroom
that
you
can
convert
into
a
home
office
or
the
work
desk
in
a
personal
desk.
B
You
eat
dinner
that
couldn't
be
a
difficult
transition.
People
who
never
have
thought
about
how
much
communication
is
the
right
amount
of
communication
or
where,
like?
How
do
you
talk
to
someone
about
something,
that's
important
without
being
able
to
just
like
tap
them
on
the
shoulder
and
then
generally
like
how
to
approach
this
problem
or
where
to
go,
or
things
like
that.
So
these
are
a
couple
best
practices
that
I
want
to
share.
B
B
Every
month
the
data
team
uses
it
to
outline
their
projects,
portfolio
planning,
ok,
our
strategies,
whole
nine
yards
we
use,
git
and
so
get
loud
is
where
work
happens,
and
every
response
in
slack
has
done
like
when
a
question
comes
up:
it's
not
hey.
How
do
I
close
the
books
at
the
end
of
the
month?
It's
like
here's,
a
link
to
where
we
outline
how
we
close
the
books
at
the
end
of
the
month
and
that's
usually
a
link
to
our
handbook
and
in
exchange
for
that
and
the
way
we
really
enforce.
B
That
is
we
all
slack
messages
disappear
at
the
end
of
90
days,
so
there
can't
be
a
source
that
people
turn
to
for
long
term
answers
people
who
organize
meetings
they
organize
meetings.
Everyone
has
an
agenda.
Agendas
have
outline
of
what
needs
to
be
covered.
What
decisions
need
to
be
made
why
certain
people
need
to
be
included,
so
we're
not
walking
into
a
meeting,
be
like
oh
yeah?
B
What's
this
meeting
about
there's
an
agenda
beforehand,
and
so,
if
you've
been
invited
to
a
meeting,
you
can
read
the
agenda
and
decide
whether
or
not
it's
the
best
use
of
your
time.
The
goal
is
to
give
people
the
opportunity
to
work
as
much
as
you
can,
and
that
means
keeping
them
out
of
meetings
so
that
they
can
actually
do
work.
The
DRI
just
I'm,
looking
at
the
gallery,
view
right
now
how
many
people
have
heard
this
term
DRI
before
not
that
many?
So
it's
the
directly
responsible
individual.
B
The
goal
is
to
push
a
decision
to
the
lowest
level
in
the
company
that
it
can
be
held
that
it
can
be
made
at
so
that's
the
DRI
and
then
the
DRI
is
accountable.
This
is
the
person
who
makes
the
decision
if
you've
heard
of
race
each
arts
responsible,
accountable,
consulted
informed.
So
the
DRI
is
responsible,
they're
accountable
of
the
decision.
Everyone
is
consulted
because
everyone
can
contribute,
but
we
don't
need
consensus.
The
DRI
makes
the
decision
and
everyone
is
informed,
because
again
everyone
can
contribute.
We
work
in
public,
we
reimburse
co-working
spaces
and
offices.
B
If
that's
something
people
prefer
to
work
in
and
then
we
I
work
from
home,
so
I
don't
get
that,
but
I
get
my
internet
reimbursed
and
then
you
know,
like
many
workplaces,
we
strive
to
create
an
inclusive
environment
that
enables
people
to
work.
Now
there
are
a
couple
caveats
that
come
with
remote
work
and
asynchronous.
The
second
point
here
is
I
think
the
most
important.
So
if
people
are
not
working
in
the
same
office,
we
can't
all
be
working
on
the
same
thing.
At
the
same
time,
we
don't
want
to
be.
B
B
You
know
if
there's
only
one
place
to
find
this
answer,
you're
finding
the
latest
most
accurate
information
and
I
mentioned
that
part
of
our
secret
sauce
is
the
gift
lab
handbook.
Ours
is
public,
I
know
not.
Every
company
works
that
way.
The
advantage
of
making
the
handbook
public-
and
this
is
that
about
tacit
love,
calm,
slash
handbook,
but
the
advantage
of
making
it
public
is
you
get
to
use
the
greatest
search
engine
in
the
world
on
it?
B
B
So,
whatever
process
you're
facing
now
like
you
could
even
do
one
for
this,
which
is
how
to
how
to
host
this
event
remotely
and
the
first
page
in
the
handbook
might
say,
like
you
zoom
and
have
breakout
rooms
and
and
ensure
there's
a
Google
Doc
with
guidelines
where
people
can
take
notes
and
ask
questions
right
like
that.
Is
your
your
points
for
the
day
and
that's
your
first
initiation
towards
a
handbook,
so
working
asynchronously
is
I
mentioned
earlier.
How
important
this
is,
but
B
is
the
best
way
to
think
about.
B
This
is
assuming
all
your
co-workers
are
asleep,
not
going
to
hear
from
them
soon,
and
this
requires
a
bit
more
thought
because
that
means
you
might
find
yourself
blocked
by
a
team
member
who's
not
sitting
at
their
desk.
But
that's
the
way
we
want
to
work.
You
should
always
have
one
or
two
or
three
next
steps
for
a
project
in
your
mind,
so
that
you
can
anticipate
what
eats
happening,
where
you're,
probably
going
to
get
blocked
and
how
to
push
them
forward
and
what
other
projects
you'll
kind
of
toggle
between
as
your
block.
B
This
requires
communication
to
be
thoughtful.
So
you
don't
just
say:
hey
Zack,
do
you
have
the
answer
to
this
question?
You
say:
hey
Zack
I've
been
talking
to
Joey
about
this
project
around
the
corporate
marketing
board,
and
we
we
think
that
we
should
change
the
logo
from
purple
to
orange
because
of
XYZ.
What
do
you
think
and
when
you're
bringing
all
the
context
whenever
you're
making
an
ask?
B
B
Asynchronous
work
is
really
great
because
it
allows
team
members
to
have
what
we
call
a
nonlinear
work
day.
Some
people
may
have
heard
this
called
a
split
shift
where
someone
comes
to
work
in
the
morning
and
then
they
go
do
things
and
then
they
come
back
to
work
in
the
evening
or
maybe
they
work
an
evening
shift
if
they're
a
night.
D
B
They're,
an
early
bird
whatever
it
might
be,
and
there
are
mental
health
benefits
to
not
feeling
always
on.
So
if
you
spend
two
minutes
googling
around
the
complaints
of
slack,
it's
that
people
feel
like
they're,
always
on
removing
that
if
your
default
is
asynchronous,
you
remove
that
pressure
for
people
to
always
feel
always-on
and
transitioning
to
remote
isn't
easy.
But
the
best
thing
you
can
do
is
lead
by
example.
B
So
get
your
executives
out
of
the
office
make
sure
they're
working
remotely
that's
going
to
help
them
feel
the
pain
points
of
remote
work
and
make
it
a
lot
easier.
For
the
rest,
the
order
to
adopt
remote,
build
your
tool.
Stock
I'll
highlight
what
we're
gonna
use
that
get
lab
next
and
then
remember
that,
like
you,
don't
have
to
have
the
perfect
workflow
overnight.
B
You'll
find
a
pain
point
solve
that
point
solve
that
pain,
point
find
another
solve
that
pain
point
and
just
keep
going
until
you
feel
like
you're
in
a
really
great
place,
and
so
our
utility
belt,
which
is
a
funny
reference
to
you,
know
superheroes,
who
have
all
their
things.
This
is
what
we
use
to
do
remote.
Well
so
the
handbook
I've
mentioned
this
a
couple
times
now
use
Gmail.
You
just
get
lab,
we
slack
and
then
we
use
soon.
These
are
kind
of
like
the
big
pillars
of
how
we
work
remotely
successfully.
B
So
we
are
working
towards
making
it
easier
for
more
companies
to
follow
our
lead.
We
call
this
the
post
office
world
and
we
hope
that
as
more
companies
experience
this,
they
will
share
their
experiences
with
us.
So
we
can
help
build
this
all
remote
guide
together.
So
all
remote
info
is
the
all
remote
guide.
If
you
scroll
down,
we
have
a
million
resources
here
on
different
things
and
how
we
do
them
and
how
to
contribute
and-
and
we
would
love
to
have
this-
be
built
out
by
more
companies
as
they're
as
they're
going
through
this.
B
C
B
A
bit,
let
me
actually
dive
in
here
now
to
answer
Mickey's
questions
and
then
I
saw
a
few
more
questions
come
in
on
the
chat.
So
when
we
plant
pay
market
rate,
what
does
that
look
like
so
I'm
gonna
go
to
my
teens
page
in
the
handbook,
so
I'm
on
the
chief
of
staff
team,
like
I
mentioned
earlier,
my
job
at
Kate
lab
is
called
an
internal
strategy
consultant.
So
every
job
has
what's
called
a
job
family.
That's
what
this
page
is.
It
has
my
responsibilities,
my
requirements,
my
performance
indicators,
the
specialization
to
my
role.
B
In
my
case,
it's
data,
the
hiring
process
to
hire
someone,
and
then
it
has
this
compensation
section
where
we
talk
about
the
different
components
of
your
compensation.
So
it's
your
salary,
plus
your
stock
options.
Certain
rules
have
bonuses.
Mine
is
not
one
of
them
discretionary
bonus
for
performance-based,
like
when
you
crush
it
retirement
contributions.
So
we
have
a
small
401k
match
paper
equipment
like
my
laptop
and
my
monitor,
and
my
desk
I
work
remotely
and
that's
part
of
part
of
my
compensation
because
I
work
whenever
I
want
unlimited
time
off.
B
I
took
six
weeks
off
last
calendar
year,
wrote
a
tweet
bragging
about
it.
My
CEO
replied
yeah,
but
I
took
nine
do
better
next
year,
I
was
like
wait.
Really
what
and
then
I
went
on
this
calendar.
You
really
did
take
nine,
and
then
you
know
standard
benefits
that
we
would
find
and
benefits
here
match
wherever
you
are
so
the
way
this
works,
the
salary
calculator.
Every
role
has
this.
This
is
all
public
by
the
way
I'm
not
logged
into
anything
here.
B
But
if
you
wanted
to
know
what
this
salary
made
in,
who
wants
to
shout
out
a
geo
vault
or
Baltimore
Baltimore?
Ok,
so
let's
go
with
Maryland.
So
all
of
Maryland
has
one
location
factor
633,
and
this
is
what
the
range
would
be
based
on,
where
you
were
learning
in
the
role
growing
in
the
role
thriving
the
role
expert
in
the
room
and
then
as
you,
your
geography
changes.
This
number
this
annual
base
pay
will
also
change.
There's
no
variable
pay
component
in
this
role.
B
That's
more
for
like
sales
rules,
let's
say
Connecticut
would
have
you
know
these
numbers
changed
and
the
way
that
works,
oh
by
the
way
I'll
just
highlight
since
I'm
on
this
page,
all
of
our
stock
options.
Also,
all
of
our
expected
value,
a
ssin
for
them
is
also
public,
because
we
want
people
to
understand
their
compensation.
We
save
your
base.
Salaries
also
is
part
of
your
compensation,
but
so
are
your
options,
and
so
this
role
I
wasn't
hired
directly
into
this
role.
So
this
isn't
my
circumstance,
but
this
role
comes
with
this.
B
Many
stock
options
would
click
that,
whatever
date,
you
got
them
and
you
can
kind
of
see
the
different
scenarios
what
they
would
be
worth
over
time,
so
just
highlighting
the
salary
calculator
there.
If
we
wanted
to
see
what
different
locations
make,
though
we
have
something
called
a
location
factor.
B
So
all
the
location
factors
are
stored
again
publicly
in
location
factors
camel,
and
so
these
are
all
the
different
regions
in
the
US
and
in
the
world
that
we
have
location
factors
for
and
we're
constantly
evaluating
these
every
year
and
the
location
factor
helps
dictate
kind
of
the
multiplier
used
on
San.
Francisco
Benjamin
asks
what,
if
someone
moves
after
they're
hired
great
question,
if
you
in
order
to
move
to
outside
of
like
the
like,
if
you
move
within
down
the
street,
whatever
like
no
changes
to
your
salary,
that's
fine!
B
To
just
run
that
by
your
management,
team
and
they'll
work
with
you
to
try
to
handle
that,
but
this
is
a
great
question
to
ask
the
handbook.
So,
let's
go
to
let's
actually
search
for
it.
I
use
DuckDuckGo!
It's
my
search
engine,
so
I'm
going
to
search
cyclone
about
target,
left,
comm,
slash
handbook
and
say
why
we
came
local.
B
Mmm-Hmm
I
actually
think
it's
in
a
code
of
conduct.
I'd
have
to
dig
into
it,
but
the
short
version
to
answer
your
question
button.
Is
you
just
get
approval
from
your
manager?
They
talk
to
the
people
business
partner
about
it.
As
long
as
everyone
agrees,
your
salary
changes
just
like
it
would
out
of
the
calculator.
So
that
means,
if
you
move
to
a
lower-cost,
very
lower
cost
of
living
area
with
a
lower
location
factor,
your
salary
will
go
down,
but
that's
because
we're
not
we
pay
local
market
rates,
we're
not
paying
us
a
straight
salary.
B
So
a
couple
other
questions
came
in
that
I
didn't
answer
as
we
went,
I
think
what
would
probably
make
this
most
interesting
is
if
people
unmute
themselves
and
actually
ask
those
questions,
and
then
we
can
kind
of
talk
through
them.
So
looking
at
the
questions
that
came
to
me
privately,
but
also
generally
so,
it
looks
like
Ben
Weinberg
has
the
next
question.
Yeah.
B
B
I'm
thinking
about
growing
when
you're
not
in
an
office,
is
that
you
don't
always
see
it.
I
mean
it's
not
like
we're
outgrowing
an
office
space
every
day
or
we're.
Not
you
don't
see
new
people
in
the
office
all
the
time.
There
are
new
names
on
slack
but,
like
you
might
not
interact
with
him,
so
every
Thursday
we
have
a
bot
that
announces
all
the
people
who
will
start
the
following
week
and
it's
cool
to
watch
that
because
you
just
see
all
these
people
who
are
coming
every
week.
B
B
So
the
person
who
I
used
to
go
to
with
questions
about
payroll
is
now
running
a
team
of
five
people
who
manage
payroll
and
expenses,
and
things
like
that
and
going
to
her
would
inevitably
mean
she's.
Just
gonna
point
me
to
the
right
person.
So
it's
good
to
know
who
those
people
are,
but
it's
also
just
like
keeping
up
with
information
is
really
hard
because
there's
so
much
information
coming
at
you
when
there's
so
much
going
on
at
the
company.
That
answer
your
question:
is
there
anything
you
want
to
dive
into
more
there?
No.
B
H
So
earlier
you're
talking
about
like
you're
using
Sallie
and
you're,
saying:
oh,
let's
find
this
trust
between
teammates
and
it's
like.
If
I
ask
Sally,
do
this
she'll
get
it
done,
but
how
do
you
set
the
deadlines
and
like
who
gets
to
set
them
because
I
imagine,
you
might
be
a
case
ally
can
I
get
this
by
Friday
and
she
might
be
like
no
I
have
too
much
stuff
to
do
otherwise,
so
I
just
yeah.
How
does
it?
How
does
all
that
work?
Yeah.
H
Our
company's
like
it's
quite
small,
so
we're
able
to
work
as
a
team
and
set
deadlines,
but
I
will
say
even-
and
this
is
not
an
issue
of
remoter
in
person,
but
I
think
we
are
not
very
good
at
setting
deadlines
that
are
quite
accurate.
We've
used
tools
like
asana
and
yeah
the
timeline
feature
on
there,
but
it's
definitely
been
a
challenge.
Yeah.
B
I
asked
that,
because
I
don't
think
working
remotely
has
that
much
to
do
with
the
answer
to
this
question.
I,
so
part
of
it
is
definitely
like.
If
you
cannot
I
think
part
of
it
is.
The
DRI
is
responsible
for
laying
the
timeline
and
saying
like
hey
we're,
gonna
need
your
part
by
Friday
and
on
it's
on
you
as
the
manager
of
your
attention
and.
H
B
Commitment
to
your
team
members
to
say
I
can't
get
that
done
by
Friday
or
say
you
know,
if
I
need
to
do
that
by
Friday,
I
can
do
it
but
which
one
of
these
other
tasks
needs
to
get
cut
and
that's
something
that
will
come
with
experience
and
knowledge
over
time.
As
someone
learns
what's
actually
doable
so
I'm
in
the
situation
right
now,
where
I
told
someone
I
would
have
a
five-minute
recording
for
them
for
Friday
and
I
ran
out
of
time
on
Friday.
B
So
after
this
call,
I'm
gonna
do
that
so
that
they
get
it
before
they
come
into
work
on
Monday
I
dropped
the
ball.
It
happens
when
looked
at
what
was
a
priority
that
didn't
make
the
cut
and
I
know
that
I'm
not
gonna
block
them
by
having
it
to
them
before
they
come
into
work
on
Monday.
That's
a
trade-off
that
I
made
as
someone
who
is
responsible
for
a
commitment
that
I
made
to
my
team
members.
B
B
B
Docket
lab
comm
is
gonna,
be
where
you
can
see
the
whole
team
and
you
can
kind
of
click
in
and
see
people's
BIOS
and
where
we
are
in
the
world
and
blah
blah
lots
of
really
cool
things
here.
This
takes
a
second
to
load
because
of
my
blockers,
but
if
we
were
to
scroll
right
below
here
to
the
blurb,
there
is
an
org
chart,
so
I'm
gonna
open
this
in
a
new
tab
so
that
we
can
get
this
map
to
load,
and
this
is
the
actual
org
chart.
So
you.
I
B
B
Other
thing,
I'll
just
add
there
is
when
we
work
in,
have
really
transparent
views
of
what
people
are
working
on.
So
you
could
go
to
my
get
lab
profile,
get
home,
slash,
Emily
and
kind
of
see
what
projects
I've
been
pushing
forward.
That's
a
great
way
to
see
what
else
other
people
have
that
they're
working
on
right
now,
okay,
so
going
on
to
the
next
question.
G
I'm
gonna
scroll
back
up
to
to
that.
But
basically
my
question
was
you
know
what
slack
channels
do
you
find
useful
for
saying
kind
of
informed
off?
What's
going
on
from
a
business
level,
but
and
then
also
what's
channels,
you
all
have
that's
really
that?
Are
you
really
useful
for
actually
building
community
and
keeping
up
with
people
on
a
more
personal
level,
yeah.
B
We
have
a
slack
channel
called
Emily's.
Emi,
oh,
is
where
we
have
like
coffee
chats.
Occasionally
it's
all
the
Emily's
in
the
company
and
I
think
it's
so
much
fun.
It's
cross-functional
has
nothing
to
do
with
our
jobs.
It's
just
because
we
have
the
same
or
similar
name.
My
Emily
is
spelled
uniquely,
but
it's
a
cool
way
to
build
relationships
with
people
that
one's
on
are
my
favorites,
but
we
have
a
channel
called
company
announcements,
which
is
you
know,
company-wide
announcements.
This
is
the
equivalent
of
general
and
a
lot
of
other
slack
channels.
B
We
have
an
e
group
channel
I'm,
looking
at
my
select
channels
that
are
started
right
now.
We
have
a
thanks.
Channel
I'll
highlight
this
one.
It's
just
a
great
place
to
go.
Give
your
team
member
shoutouts
for
doing
great
things,
so
we've
six
values
that
get
lab
collaboration,
results,
efficiency,
diversity
and
inclusion,
iteration
and
transparency.
They
spell
out
the
word
credit
CRE
di
T,
and
we
try
to
when
we
think
people
we
thank
them
for
living
out
our
values.
So
I
might
thank
someone
for
going
above
and
beyond
when
it
comes
to
collaboration.
B
Thanks
is
a
great
way
to
really
celebrate
your
colleagues.
We
have
a
channel
called
fit
lab
for
people
to
talk
about
fitness.
We
talk,
we
have
a
channel
called
coffee
and
tea
where
people
coffee
travel,
get
lab.
Five.
Four
people
are
into
to
financial
independence
retire
early.
So
we
have.
You
know
all
the
standard
work
channels,
but
we
also
just
have
channels
for
things
to
care
about
there's
a
football
channel
that
is
not
about
football,
it's
about
soccer,
so
yes,
we're
creating
it
lifts.
B
F
F
B
B
I,
don't
want
to
step
on
anyone's
toes,
we
believe
in
short,
toes
at
lab,
and
so,
if
you
see
something
fix
it
on
the
spot,
it's
kind
of
like
if
you're
walking
through
a
fast-food
restaurant
or
a
parking
lot
or
a
store
whatever
might
be,
and
you
see
a
straw
wrapper
on
the
ground.
You
should
just
pick
it
up
and
though
you
don't
need
to
get
permission
to
pick
it
up
and
to
fix
things
to
make
it
better,
and
part
of
that
is
knowing
that
it's
never
going
to
be
perfect.
B
You
just
need
to
make
it
a
little
bit
better
than
it
was
before.
So
if
it's
a
typo,
a
missing
piece
of
punctuation
of
confusing
sentence,
you
make
the
change.
We
use
murder
press
to
make
changes
to
the
handbook,
and
then
you
assign
it
to
the
DRI,
then
directly
responsible
individual
for
that
page
or
that
content.
So,
for
example,
my
team's
page
in
the
handbook
I
might
be
the
DRI
for
that.
B
F
B
So
I
added
this
chart
the
other
day.
I
must
made
a
mistake
when
I
added
it
cuz.
This
conference
is
not
a
year
long,
so
the
way
I
would
make
this
change.
She
scroll
all
the
way
to
the
bottom
of
any
page
in
the
handbook
hit
open
in
web
IDE.
That's
gonna
pop
up
the
the
text
behind
this
page.
The
handbook
is
a
static
site
that
uses
middleman.
If
we
scroll
to
where
the
problem
in
that
chart
was
it's
a
middleman
chart
there,
we
go.
E
B
This
is
gonna,
create
a
new
merge
request.
I
can
create
a
sign
there.
No
there's
a
typo.
Let's
let
that
merge,
request
great,
create
a
new
merge
request.
I'll
assign
it
to
the
right
person
for
now,
let's
I
knit
to
me
so
don't
lose,
it
submit,
merge
requests,
and
what's
this,
this
is
gonna.
Do
is
actually
gonna
build
a
review
app
where
I
can
see
what
it
looks
like
before
I
merge.
So
that's
how
easy
it
is
to
make
a
change
to
the
handbook.
What's.
B
J
Yeah,
so
what
I
was
curious
about
you
guys,
you
said
you've
expanded
to
like
1,200
people
in
a
relatively
short
time
and
you're,
adding
new
people
all
the
time.
What
does
onboarding
look
like
when
you're
completely
remote?
How
do
you
feel
like
how
does
someone
new
feel
like
they're,
a
part
of
the
team
who
do
they
meet
on
day?
One
yeah.
D
B
D
B
That's
a
great
question,
so
onboarding
the
way
onboarding
works.
We
have
a
template,
an
onboarding
template,
that's
like
a
250
thing,
checklist
that
you're
gonna
do
in
your
first,
your
first
five
days,
first
first
five
days
and
then
also
there's
more
after
that,
but
I
just
dropped
a
link
to
it
in
the
chat.
You
can
see
what
this
looks
like.
So
your
first
five
days
are
pretty
structured.
B
We
have
something
called
coffee
chats
which
are
the
primary
form
in
which
people
build
a
relationships,
especially
outside
of
their
team,
and
a
coffee
chat
doesn't
require
an
agenda.
So
I
mentioned
earlier
meetings
of
structure,
they
have
Docs
and
agendas
and
people
who
run
them
and
decisions
that
need
to
be
made
in
them.
But
coffee
chats
are
like
just
an
opportunity
to
like
bring
your
coffee
and
or
water.
B
Whatever
your
jam
of
choice
might
be,
and
and
just
kind
of
talk
just
like
you
would
over
water
cooler
or
taking
a
colleague
out,
and
we
do
it
over
zoom
and
so,
for
example,
I
have
one
colleague
Scott
who,
every
six
weeks
we
have
lunch
together.
We
both
bring
our
lunch
plates
and
we
sit
here.
We
put
our
cameras
and
you
like
have
lunch
together,
and
that
is
our
way
of
making
sure
we're
in
touch
on
what
each
of
us
is
working
on
and
what
we're
thinking
about
in
personal
lives.
B
I
know
about
his
kids
and
he
knows
my
life
books,
we're
reading
and
things
like
that.
So
all
the
things
that
you
build
relationships
with
people
over
in
person-
you
can
still
do
over
this.
It
just
requires
additional
intentionality
right
when
it's
not
going
to
magically
happen
at
a
water
cooler.
You
have
to
put
a
calendar,
invite
on
someone's
calendar,
but
if
you're
willing
to
do
the
work
you're
going
to
see
the
results
of
building
those
intimate
relationships.
A
Dumped
in
here,
they
quickly
have
time
for
oh
I,
think
it's
time
for
one
last
question
I
think
Chad's
and
it's
a
good
one.
Maybe
even
can
take
it
a
little
bigger
of
like
how
to
be
productive
during
this
time
or
building
more
structure
into
your
days
and
then
as
a
reminder
to
everybody
else
on
the
call
Emily
provided
her
Twitter
handle
and
after
this,
after
this
event,
we'll
share
out
that
information.
A
B
So
the
conductive,
the
biggest
advice
that
people
on
the
internet
have
for
you
about
transitioning
to
work,
is
to
get
dressed
every
day
and
I
say
like
do
not
get
dress
every
day.
If
you
do
not
want
to
get
dress
every
day,
if
this
is
new
and
you're
really
want
to
lean
into
working
out
of
pajamas
and
your
boss
isn't
gonna
reprimand
you
like
do
your
thing,
do
whatever
is
gonna
work
best
for
you
and
that's
gonna
require
some
trial
and
error.
B
So
for
me
personally,
I
wear
what
my
friend
Kevin
calls
the
business
mullet,
we're
from
the
top
up.
I
look
presentable
and
from
the
bottom
down
I'm
shorts
every
day,
and
you
don't
know-
and
that's
one
of
my
favorite
things
about
working
remotely-
is
that
I
don't
need
to
wear
pants.
I
can
wear
shorts,
everyday
and
so
do
whatever
is
gonna
work
for
you,
so
it
would
be
advice.
B
I'm
gonna,
give
is
my
recommendations,
especially
in
this
moment
of
transition,
but
take
it
with
that
caveat
in
mind
that
just
because
it's
what
works
best
for
me
or
where
is
my
advice,
it's
not
true
for
everyone.
So
the
three
tips
that
I
really
want
people
to
take
is
one
it's.
Okay,
if
right
now
is
hard,
there's
a
lot
going
on
last
week
was
really
unproductive
for
me,
because
I
was
distracted
and
had
nothing
to
do
with
me
transitioning
to
remote.
So
if
you're
transitioning
to
remote
right
now-
and
it's
hard-
it's
not
you.
B
It's
the
world
number
two,
just
because
we're
social
distancing
in
quarantine,
quarantine,
II
that
doesn't
mean
you're
trapped
in
your
house,
so
feel
free
to
go
outside
get
some
fresh
air.
One
of
my
boundaries
is
I.
Go
get
the
mail
from
the
mailbox
every
single
day,
and
some
days
like
yesterday,
a
mail
lady
didn't
come
I
know
because
I
went
to
the
mailbox
to
get
the
mail
so
do
whatever
you
need
to
do.
I
noticed
that
being
outside
makes
a
really
big
difference
for
my
mental
health.
B
I
don't
want
to
be
trapped
in
the
boundaries
of
my
house
or
in
the
four
walls
of
my
house
every
day.
So
do
whatever
you
need
to
do
figure
out
what
those
are
and
get
outside
or
if
outside
is
not
your
thing.
Reading
a
book
is,
or
whatever
it
might
be,
and
then
three
like
this
is
a
really
cool
time
to
repurpose
your
commute.
So
you
don't
have
to
commute
to
work
every
day.
You've
got
30
40,
60,
new
free
minutes
on
your
calendar.
B
Like
pick
up
a
new
hobbies
start
a
new
book,
whatever
it
might
be,
like
spend
30
minutes
on
a
coffee
chat
with
someone
every
day,
whatever
it
might
be
figure
out
what
it
is,
repurpose
that
time
into
something
more
effective
or
more
exciting,
like
there
there's
a
lot
going
on
right
now,
but
scary
and
confusing
and
distracting
and
hard
and
figure
out
where
you
can
create
your
own
delight.
So
my
email
address
is
my
first
name
dot.
Last
name
at
gmail.com.
You
have
my
Twitter
handle,
which
is
also
just
my
first
name.
B
A
B
D
So
yeah
on
my
screen,
you
probably
can
see
we
have
kind
of
our
exposed
response
to
social
distance,
so
we
have
created
a
slack
community.
So
if
you
click
this
link,
you
can
just
join
our
slack
over
the
next
few
days,
we'll
be
explaining
more
about
different
slack
channels.
We
have
generally,
our
slack,
is
great
place
to
continue
conversations
that
start
at
one
of
these
exposed
gatherings,
but
also
just
can't
you
know,
start
the
conversations
that
have
already
happened
that
exposed
and
jump
into
those.
D
So,
for
example,
yeah
we
all
kind
of
have
our
since
we're
a
plant-based
community.
We
have
different
aspects
of
you
know:
what
is
our
relationship
to
plant-based
diets,
but
then
there's
also
things
like
different
articles
and
ideas
or
we've
done
dating
exposed
so
dating
is
one
of
the
topics
for
spirituality
exposed.
So
you
can
like
kind
of
add
to
your
own
thoughts
and
we
can
keep
these
conversations
moving
virtually
next
AJ.
You
want
to
explain
the
one-on-ones
I
suppose.
I
One-On-Ones
I'm
sure
there
are
many
people
here
that
seem
cool
seem
interesting.
Maybe
you
didn't
get
a
chance
to
be
on
a
breakout
with
them,
but
you
want
to
get
to
know
them
better.
You
can
sign
up
for
an
exposed,
one-on-one
and
kind
of
get
serendipitous
serendipitously
partnered
up
with
another
exposure
and
get
to
have
a
meaningful
conversation
and
hang
out
with
them.
It's
a
really
great
time
to
stay,
connected
and
meet
new
people
during
this
time
with
social
distancing
and.
A
Thing
we're
launching
is
the
exposed
daily
distance
challenge
during
this
social
distancing,
quarantine
period.
This
is
gonna,
be
a
crowd-sourced
activity.
So
we
basically,
if
you
it's
in
your
agenda,
but
if
you're
gonna
click
into
the
link
for
exposed
daily
distance
challenge,
one
we're
creating
a
test
Bank
of
ideas,
of
just
different
challenges
that
you
can
do
to
engage
and
like
build
structure
into
your
days
during
this
period,
so
that
we
can
kind
of
all
transition
together
into
this
period.
A
A
Bank
of
ideas
built
which
I'm
really
hoping
everyone
is,
is
gung-ho
and
throwing
some
wild
ideas
out
there
we're
going
to
then
assign
challenges
for
everyday
for
the
next
14
days
and
then
you're
gonna
do
the
challenge
and
upload
photos
to
the
slack
channel
so
that
we
can
all
you
know,
share
in
kind
of
duties,
challenges
and
grow
together.
So
you
know
so
when
you're
thinking
to
be
your
expose,
expose
daily
distance
challenges.