►
Description
Overnight, countless companies are facing a new reality: they're remote. From startups to multi-nationals, a wave of forced work-from-home policies have left leaders and team members hungry for guidance on adapting (and thriving).
Even if the tools are in place, the bigger challenge is documenting the culture around working well remotely, calming the seas of uncertainty, embracing a journey of iteration, and planning for the future of work.
Join GitLab CEO Sijbrandij and Head of Remote Darren Murph as they share tactical advice on embracing a remote reality, and seizing the opportunity to reconsider how your team works.
###
Remote work emergency plan: What to do (and where to start): https://about.gitlab.com/company/culture/all-remote/remote-work-emergency-plan/
Remote work starter guide for employees: how to adjust to work-from-home: https://about.gitlab.com/company/culture/all-remote/remote-work-starter-guide/
GitLab's guide to working remote: http://allremote.info/
B
B
So
overnight
countless
companies
have
are
facing
a
new
situation
that
they've
never
been
in
before.
Suddenly
your
remote
and
we're
talking
about
startups
multinational
corporations,
a
wave
of
work
from
home
policies
have
left
companies
a
bit
confused
about
and
looking
for
guidance
about
how
to
handle
this
new
situation.
So
today
we're
joined
by
gitlab,
co-founder
and
CEO
since
the
brandy
and
head
of
remote
Darren
Murph,
as
they
share
tactical
advice
on
this
new
remote
reality.
My
name
is
Emily,
sherry
and
I'm.
B
B
A
Ya
can
start
this
one,
hey
all
thanks
so
much
for
the
for
the
question
so
we're
hearing
from
a
lot
of
leaders
and
founders
where
their
entire
team
has
been
forced
to
work
from
home
and
they
are
different
degrees
of
intentionality
and
infrastructure
already
in
place,
and
so
we've
been
asked.
What
what
are
the
foundational
elements
that
we
have
to
have
and.
A
A
With
people
through
as
few
channels
as
possible,
you
want
to
avoid
silos
and
fragmentations,
especially
during
the
early
days
of
kind
of
working
out
the
work-from-home
kinks
and
be
open
to
feedback.
So
whatever
documentation
and
communication
channel,
you
choose
listen
to
people.
They're
gonna
have
different
issues.
Not
all
homes
are
ideal
and
amenable
to
work
from
home
right
out
of
the
gate
and
use
that
go
team
to
kind
of
prioritize.
A
The
feedback
that
you're
getting
and
try
to
find
solutions
to
them
as
quickly
as
possible,
putting
a
plan
in
place
so
that
people
know
they're
being
listened
to
the
feedback
is
being
heard
and
that
solutions
are
being
researched.
It
will
help
stabilize
what
could
be
a
quite
a
chaotic
environment.
So
that
might
be
anything
else
to
add
from
the
employer
perspective.
I
know
we're
going
to
touch
on
employees
here
in
the
next
question.
Yeah.
C
B
That's
great
so
same
question,
but
from
the
team
member
perspective
for
employees
in
this
new
situation,
who
may
not
have
an
office
or
a
space
that
they're
used
to
working
the
infrastructure
that
team
members
who
are
remote
full-time
already
have
how
should
they
approach
this
transition?
What
are
the
first
steps
here.
A
From
my
perspective,
the
biggest
thing
is
separating
work
in
life.
It's
really
easy
to
just
kind
of
blur
the
boundaries
between
I'm,
asleep,
now
I'm,
working,
I'm,
asleep
again,
and
so,
if
you're
used
to
having
a
commute
I
would
say,
be
proactive
and
planning
something
to
replace
that,
whether
that's
going
outside
for
a
walk
with
your
family,
whether
that's
meal,
prepping
or
cooking
for
the
day
reading
meditating
may
be
resting
more
exercising.
A
I
mean
you
can
fill
your
commute
time
with
a
lot
of
things,
just
open
that
up
to
your
imagination,
but
be
proactive
and
planning
something
so
you're
more
deliberate
about
ramping
into
your
day
and
ramping
out
of
your
day
and
try
to
create
the
physical
separation.
Even
if
you're
in
a
tight,
one-bedroom
condo,
you
don't
have
a
dedicated
room
to
use
for
work
from
home
instead
of
a
curtain,
I
get
some
noise
cancelling
headphones,
try
to
create
some
separation
and,
of
course,
if
you're
working
from
home
with
kids
that
are
also
home.
B
Yeah,
that's
awesome,
advice,
I
know
it's
what
I
have
implemented
in
my
own
personal
life.
So
thanks
for
sharing
that
Taryn
moving
on
to
the
next
question
here,
maybe
Syd.
You
can
take
this
one.
What
do
you
recommend
as
essentials
from
a
tool
or
software
perspective,
for
communicating
in
a
remote
environment,
yeah.
C
I
think
it's
very
very
important
to
have
great
tools
at
gilt
lab.
We
use
slack
for
kind
of
the
meeting,
the
the
channels
and
the
chat
software
we
use
zoom
for
the
video
conferencing.
It's
been
an
awesome
tool
served
as
well
and
we
use
a
lot
of
gitlab.
So
a
good
lab
is
a
complete
DevOps
tool
delivered
as
a
single
application.
C
We
use
it
all
the
way
from
planning
what
we're
going
to
build
to,
building
that
rolling
it
out,
monitoring
it
and
and
securing
that
it's
we
like
to
use
our
own
product
as
much
as
we
can,
of
course,
and
then
last,
but
certainly,
not
least,
for
real-time
kind
of
note-taking
and
collaboration
meetings.
We
use
Google
Docs
a
lot.
B
Yeah
I
know
how
useful
it's
been
for
me
in
situations
where
I
couldn't
make
a
meeting
that
was
outside
of
my
normal
business
hours
and
I
could
catch
up
on
the
dock.
So
that's
really
great
advice,
Syd
Michael!
Why
don't
you
take
this
one?
Is
there
a
special
mindset
or
approach
that
is
needed
to
make
a
hundred
percent
remote
or
all
remote
work?
Yeah.
C
I
think
there's
there's
a
couple
of
things
that
become
important.
If
you
do
remote
I
think
you
have
to
change
the
focus
from
hours
to
output.
So
it's
not
helpful
to
measure
how
long
people
are
online.
You
got
to
dive
more
into
like
the
output
people
produce
and
measure
that
it's
also
important
to
increase
official
communications.
Increased
transparency,
people
that
will
have
will
not
be
able
to
overhear
as
much
there
will
be
less
informal
channels.
B
Yeah,
thanks
for
that,
as
companies
continue
to
move
forward
in
this
new
remote
work
situation,
one
of
the
big
problems,
one
of
the
big
things
they
need
to
figure
out
how
to
do
that
they
might
have
never
done
before-
is
hire
remote
employees.
So
what
are
key
differences
that
employers
need
to
look
for
when
hiring
remotely
yeah.
C
We
thought
I'd
get
lab
that
it
was
super
super
important
to
have
people
with
remote
experience.
It
turns
out
it
doesn't
matter,
it
doesn't
matter
at
all,
so
we
asked
people
whether
they're
familiar
with
remote,
just
to
make
sure
that
they
fought
through
it,
but
we
don't
need
experience
with
remote.
What
we
do
need
is
managers
of
one
and
what
we
mean
with
that
is.
You
should
be
able
to
manage
yourself,
manage
your
own
time,
allocate
time
and
focus
appropriately
way
off
different
priorities.
C
Make
sure
that
you
that
there's
clear
handovers
from
your
work
to
the
people
that
are
dependent
on
your
work.
That
is
very
important,
and
that
is
what
we
what
we,
what
we
select
for
when
hiring
people.
If
your
remote
it's
harder
to
have
someone
who
kind
of
manages
you
hour
by
hour
day
by
day,
there's
a
lot
of
burden
on
the
team
member
themselves
to
to
allocate
their
time
and
focus
appropriately,
and
that
is
super
important.
B
Thank
You
cyd
one
thing
that
I
expect
we'll
see
as
companies,
kind
of
transition
to
a
partial
Romo
or
as
people
start
to
trickle
back
into
offices.
Is
this
transition
where
not
everyone's
remote,
but
a
lot
of
people
are
so?
Can
you
share?
What's
the
what
are
key
differences
between
everybody
is
remote
and
a
few
persons
are
remote
and
the
rest
of
the
team
is
sitting
together.
Yeah.
C
There's
the
huge
differences
you
can
say
you
can
have
a
company,
that's
not
remote.
You
can
have
a
company
where
some
people
are
removed.
You
know
a
company,
that's
remote.
First
remote
by
default,
you
have
all
remotes,
but
in
the
same
time
zone
and
then
you
have
all
remote
or
you're
across
time
zones
and
it
makes
a
huge
difference.
Every
time
you
go
up
a
step,
if
there's
only
a
few
people
remote,
it's
frequently
that
they
don't
have
the
same
information
and
career
opportunities
as
other
people.
C
C
That
already
helps
a
lot
I
think
it's
really
important
that
the
leadership
is
also
remote
in
that
case,
so
that
you
don't
have
like
the
executives
holed
up
in
an
office
and
then
everyone
else
remote,
because
that's
gonna,
then
the
leadership
is
not
practicing
the
the
old
remote
work
style,
if
you're
all
remote,
but
across
the
same
time
zone.
That
makes
things
easier.
You
can
depend
more
meetings
if
you're
across
time
zones
like
Atlantis,
you
have
to
work
more
asynchronous.
That
means
more
recording.
A
B
A
From
home,
the
hybrid
situation
is
really
difficult.
It's
a
lot
more
difficult
than
all
our
look,
because
you
have
to
put
a
concerted
effort
into
treating
everyone
as
a
remote
first
citizen
and
thinking
remote
first
in
everything
that
you
do
even
if
you're
in
the
office,
and
so
that's
gonna,
feel
really
unnatural,
and
there
are
a
lot
of
crises
that
we
recommend.
You
say
what
is
a
remote
first
practice
I've
linked
there
in
the
chat.
A
We
have
a
guide
on
how
to
think
and
act
remote
first
and
especially
if
this
doesn't
come
naturally,
naturally
to
you,
I
would
look
into
that.
It
will
help
you
build
empathy
and
understanding
of
what
the
realities
are
for
the
people
outside
of
the
office
and
what
they
may
be
missing
out
on
at
what
the
pitfalls
are.
B
Thanks
I
have
experience
and
all
our
upgrade
myself
when
I
joined
my
company
prior
to
get
lab,
and
it
is
truly
an
upgrade,
so
I'm
excited
to
see
more
people
joining
and
experience
that
transition.
So
this
comes
from
the
community
people
ask:
do
you
have
days
when
remote
workers
meet
annually
for
a
get-together
or
for
an
end
of
year,
party
of
some
sort,
yeah.
C
We
do
we
have
an
event
once
every
year.
That's
called
contribute
it's
about
a
week
long
and
we
fly
everyone
in
from
all
over
the
world
and
we
don't
spend
that
week
doing
work.
We
don't
spend
that
week
sitting
to
all
kinds
of
presentations,
there's
an
opening
and
a
closing
ceremony,
but
half
of
that
week
is
going
on
excursions
together.
Exploring
this
new
place
together
in
getting
to
meet
people
outside
of
your
functional
areas.
The
other
half
of
the
week
is
an
unconference
where
we
in
smaller
groups,
groups
of
about
15
people.
C
We
discuss
things
that
are
near
and
dear
to
our
heart.
For
example,
the
most
popular
subjects
tend
to
be
how
to
prevent
burnout
and
how
to
deal
with
a
lack
of
motivation,
and
so
we
talked
about
the
software
software
subjects
in
smaller
and
smaller
groups,
something
that's
easier
to
do
when
you're
all
together,
it's
a
it's
a
ton
of
fun.
That
shouldn't
be
the
only
way
you
do
informal
communication.
So
we
got
four
other
types
in
which
we
encourage
informal
communication
throughout
the
year
and
someone
mentioned
and
the
via
parties.
That's
that's
another
thing.
C
We
do.
We
encourage
people
to
have,
and
if
your
parties
who
have
a
sponsorship
for
that,
we
have
co-working
days,
there's
sponsorship
for
that.
We
even
encourage
people
to
to
visit
other
colleagues
in
other
countries
so
because
we
get
people
all
over
the
world.
For
example,
not
a
team
member
in
Hawai
is
amazingly
popular
and
people
get
some
part
of
their
travel
reimbursed
if
they
they
visit.
Another
team
member
so
I
think
those
those
in-person
events
are
not
meant
as
a
substitute
for
kind
of
being
social
throughout
the
year
and
video
calls.
B
C
Near
and
dear
to
my
heart,
that's
one
of
the
hardest
things.
First
of
all,
getting
stuff
written
down
for
meetings.
The
Google
Doc
is
always
linked
from
the
calendar.
Invite
so
it
would
be
really
hard,
like
the
only
calendar,
invite
you
can
send
without
a
Google
Doc
attached.
If
you're
going
to
have
a
coffee
chat
with
someone
that
doesn't
need
an
agenda
but
every
other
meeting,
you
need
an
agenda
and
you
take
the
notes
in
that
same
doc.
In
line.
C
All
the
knowledge
we
gained
it
get
why
we
try
to
put
in
our
handbook.
Our
handbook
is
over
3000
pages
and
we
tried
it
really
hard
to
make
sure
there's
a
single
source
of
truth,
so
that
every
piece
of
information
is
also
only
one
time
in
the
handbook
and
all
the
other
locations
where
it's
might
be
relevant.
It
links
to
that
single
source
of
truth.
That's
an
ongoing
process.
C
C
That's
extra
work
and
it's
very
easy
to
take
a
shortcut
and
just
send
an
instruction
out
in
a
presentation
or
an
email
or
select
message,
or
something
like
that,
that
we
encourage
people
to
work
handbook
first,
always
change
the
handbook
first
and
then
communicate
what
you
change
in
the
handbook
linked
to
that
Dave.
So
people
can
see
you
can
can
get
more
contacts
if
they
need
to
now.
A
From
home
environment-
and
maybe
you
don't
have
a
handbook
or
you
don't
have
a
central
internet
or
you
have
a
central
repository
where
you
keep
things
like
this.
It's
really
important
to
start
now
and
I
actually
think
this
goes
back
to
kind
of
that
go
team.
It
should
be
a
top
priority
to
start
something
get
labs
handbook
is
over
3,000
pages,
but
it
was
not
3,000
pages
on
day
one,
and
so
it's
gonna
be
super
rudimentary
to
start,
and
it
may
even
be
most
beneficial
to
your
team
to
just
start
it
almost
as
an
FAQ.
A
To
find
certain
things
who
is
the
DRI
for
certain
things,
because
in
an
office
it's
really
easy
to
just
go
to
someone's
cubicle,
to
have
them
on
the
shoulder
and
get
that
information?
If
you
don't
have
that
and
you're
not
intentional
about
how
do
we
communicate
this?
There's
no
single
source
of
truth?
That's
gonna
create
chaos
on
your
suddenly
remote
team.
So.
C
A
B
Yeah,
the
handbook
didn't
start
at
3,000
pages
and
that's
a
great
way
to
think
about
it.
We
just
have
to
start
somewhere
another
question
from
the
community
pre
coronavirus,
I
think
a
lot
of
managers
may
have
been
resistant
to
remote
work
because
they
didn't
know
if
it
worked
for
them
or
not.
If
this
turns
out
to
be
a
positive
experience,
an
employee's
start
asking,
can
they
work
from
home
or
work
remotely?
How
do
you
manage
that
I.
C
A
A
We
were
able
to
figure
it
out.
Why
should
I
reintroduce
that
commute
into
my
life
and
I?
Think
we're
going
to
see
that
sea
change
where
enough
people
collectively
just
pause
and
say
wait
a
minute
I
had
a
much
better
quality
of
life
by
repurposing
that
commute
to
do
something
else.
Why
should
I
reintroduce
that
into
my
life?
A
So
I
think
now
is
the
time
where
it
you
used
to
have
to
lobby
for
this
I've
been
in
many
hybrid
remote
scenarios,
where
the
job
description
said
position
must
be
in
X
location
and
through
the
interview
process,
I
essentially
had
the
lobby
and
show
my
portfolio
show
what
I
had
done
remotely.
It's
gonna
prove
my
point
and
prove
my
way
throughout
that,
and
that
still
may
be
possible.
I
mean
I've,
seen
people
put
together
an
entire
presentation
decks
with
metrics
on
how
much
more
than
productive
they
were
outside
of
the
office.
A
To
make
that
happen,
but
this
is
such
a
global
thing
that
everyone
will
at
least
now
be
aware
of
it,
and
it
will
be
the
conversation
I
think
will
be
easier
to
have
than
it
has
been
in
the
past
and
coming
now
is
the
global
moment
to
rally
around
making
it
work,
because
there
will
be
friction
and
will
be.
It
will
be
a
struggle
at
first
I
mean
I,
liken
it
to
opening
a
new
office.
If
you
started
a
new
office
in
London
on
day
one.
A
A
B
I
think
a
lot
about
what
the
commute
is
like
with.
If
you
have
a
flat
tire
on
your
way
to
work
or
traffic
light
is
out,
and
these
are
technical
difficulties,
but
you
still
get
to
work
and
I
think
remote
work
is
really
similarly.
So
that's
really
great
Darren
Syd.
If,
if
companies
you
know,
people
are
working
remotely
now
and
working
remote
becomes
increasingly
more
standard,
how
can
an
employer
stay
ahead
of
the
curve
in
offering
competitive
benefits?
And
what
can
you
offer
your
remote
staff
to
keep
team
members
happy
and
motivated
yeah.
C
Thanks
for
that,
we
obviously
should
all
to
do
all
the
things
that
make
people
happy
in
a
normal
setting
like
be
respectful,
have
an
inclusive
environment,
offered,
competitive
benefits
and
and
and
compensation,
and
all
these
things
don't
go
away.
They
don't
change.
If
your
remote,
then
we
already
talked
about
the
whole
remote
upgrade.
If
you
want
to
be
ahead
of
the
curve
with
remote,
people
are
now
starting
to
start
to
see
the
difference
between
old
remote
companies
and
so-called
remote
first
companies.
C
It
is
different
if
everyone
is
remote,
you
don't
miss
out
anymore
and
it's
a
big
benefit.
So
if
you
can
make
the
jump
to
old,
remote
I'd
encourage
that,
and
we
see
a
lot
of
people
that
say:
yeah
I
was
in
a
remote
first
company
before,
but
I
want
to
work
at
a
company
where
everyone's
on
the
same
playing
field,
you
can
not
only
thing
that
remote
enables
that
is
very
powerful
is
to
share
more,
if
you're,
in
a
meeting
room,
it's
awkward
to
bring
an
iPhone
and
start
recording
everyone,
but
remote.
C
It's
very
easy
to
record
something,
and
you
can
decide
after
the
meeting
to
upload
that
you
don't
need
to
do
that.
You
don't
need
to
upload
every
single
meeting.
Are
you
I'm
good
live
unfiltered?
That's
not
all
of
our
meetings,
but
if
you
do
one
in
a
hundred
times
at
the
end
of
the
meeting,
everyone
concludes
yeah.
I,
don't
mind
this
being
shared
you're,
already
more
transparent
about
what
goes
on
in
that
company
than
99.9
percent
of
employers
and
people
are
going
to
notice
that
they'll
be
better
able
to.
C
They
didn't
want
to
work
at
your
company
beforehand
right
now,
there's
a
websites
that
say
hey:
do
you
want
to
work
at
our
company
and
they
show
off
the
office.
They
show
off
like
how
the
office
looks
like
who
cares
about
that
I
care
about
that
people
I
work
with
I
care
about
the
manager.
I
have
I
care
about
how
how
a
company
thinks
through
problems.
That's
people
care
about
people
so
being
able
to
share
more
recordings,
you're
able
to
show
how
you
work,
what
the
people
are
like
how
decisions
get
made?
C
What
I
ever
want
to
treat
it
respectfully?
That
matters
and
it
matters
to
people,
and
if
you
record
a
hundred
meetings,
I
bet
there's
one
you
can
post
online
and
that
will
be
having
one
meeting
out
there.
Online
will
be
more
than
than
99.9
percent
of
the
company,
so
I
think
that's
very
powerful
Darren
yeah.
B
A
And
talent,
leaders
that
are
listening
to
this
call
I
know
you
may
be
thinking
about
the
here
and
now
like
this
is
maybe
a
temporary
thing.
After
a
few
months,
we're
all
gonna
go
back
to
the
office,
but
remote
is
an
incredibly
vital
part
of
your
talent
pipeline
and
actually,
how
you
think
about
your
company
operationally
and
so
I
would
encourage
you
to
think
like
a
second
line.
A
If
you
enable
that
now
you
enable
ultimate
autonomy,
freedom
and
flexibility
of
where
you
live
and
work,
and
for
people
that
value
that,
maybe
even
more
than
salary,
ego
and
title,
if
you're,
comparing
that
offer
to
a
co-located
company
that
refuses
to
to
give
you
that
flexibility,
it's
a
no-brainer
and
especially
for
smaller
companies
that
are
competing
against
larger
companies
with
bigger
pocketbooks
or
the
worried
about
their
employees.
Getting
poach
they're
worried
about
employee
retention.
A
This
is
a
major
thing
to
think
about
and
if
you
think,
a
little
bit
further
down
the
road,
if
you
really
allow
people
to
work
from
anywhere,
they
may
actually
relocate
out
of
a
city
that
they
move
to
just
to
be
there
for
work.
So
you
decouple
the
geographic
location
with
the
work
that
they
do
and
their
quality
of
life
can
go
up
exponentially.
They
can
move
to
a
more
rural
setting.
A
They
can
move
to
a
place
that
maybe
that's
better
schools
or
a
place,
that's
closer
to
family,
so
they
can
be
a
caregiver
for
their
parents
or
relatives
a
whole
world
of
possibilities
open
up,
and
if
you
enable
that
and
a
person
appreciates
that
it
will
inevitably
feed
back
into
the
company.
I
mean
that's
what
we've
seen
in
scaling
this
company
to
over
1200
people.
So
I
know
a
lot
of
HR
leaders
are
thinking
like
I.
Don't
we
do
this
right.
C
A
B
You're
building
infrastructure,
one
of
the
key
things
that
managers
are
thinking
about
is
keeping
employees
engaged
and
productive.
As
we
move
into
this
transitionary
stage
for
40
members
as
a
manager
or
how
can
a
manager
have
visibility
into
the
work
that
their
team
members
are
doing
without
micromanaging
yeah.
C
I'd
get
wobbly,
we
touched
on
this
before
we
measure
I
could
don't
measure
input,
don't
measure
how
much
time
people
are
online,
don't
measure
how
active
they
are
in
meetings
or
things
like
that
measure
their
output
and
be
clear
what
the
output
is,
even
if
you're
lab
only
recently,
we
started
adding
performance
indicators
to
every
job
family
like
if
this
is
your
road
collab.
This
is
probably
these
are
probably
the
most
important
indicators
of
whether
you're
succeeding
in
your
role
and
it's
funny
to
see
that
very
few
job
descriptions
have
clear
performance
indicators.
C
We
also
show
indicators
at
a
higher
level.
If
you,
google,
get
lab
KPIs
you'll
find
a
page
with
all
of
our
KPIs
which
helps
like
if
you,
if
you
know
that,
at
a
higher
level,
it's
easier
for
teams
to
figure
out
what
to
do,
but
I
think
the
most
important
thing
is
a
manager
who
understand
your
output,
where
most
of
the
people
are
knowledge
workers
these
days
and
if
you're,
a
knowledge
worker.
Your
output
is
not
it's
not
gradable
by
a
computer.
It's
it's!
Not!
It's
not
easy
to
compare.
C
Someone
has
to
deeply
understand
your
work.
So
I
get
like
we
find
it
really
important
to,
for
example,
not
have
cross-functional
teams
if
we
have
a
manager,
all
that
reports
kind
of
have
a
specialty
that
the
manager
deeply
understands
and
can
greet,
and
so
like
a
co-located
company,
it's
very,
very
important
to
set
clear
goals
and
to
measure
those
and
have
experts
that
are
deeply
understand.
A
Zoom
link
or
videoconference
link
for
your
team,
where
you
all
just
kind
of
hang
out
in
it.
If
you
want
to
simulate
the
office
environment
that
you
just
left,
if
you're
concerned
about
how
all
I
know
if
they're
working
means
a
6-point,
that's
a
much
deeper
longer
conversation,
but
in
here
and
now
having
that
perpetual
zoom
link
where
teams
just
gonna
hang
out,
you
don't
have
to
stare
at
the
camera
the
whole
time,
but
at
least
people
are
around.
If
you
want
to
kind
of
virtually
tap
their
shoulder,
it
may
help
the
acclimation
processing.
A
A
B
C
Yeah
I
think
in
in
Gallup
in
general,
we
ask
managers
that
have
a
one-on-one
with
a
person
once
a
week,
so
I
think
that's
the
that's
the
minimum
I
think,
because
a
lot
of
companies
are
now
making
the
transition
to
remote
it's
better
to
check-in
more
frequently
that
can
go
all
the
way
up
to
once
a
day.
I
do
think
it's
really
important
that
these
things
are
scheduled.
People
want
to
mentally
prepare
for
a
conversation
with
their
manager,
so
you
want
to
put
that
on
the
schedule.
A
A
Higher
priority
because
you
can
see
the
trend
line,
but
if
you
don't
have
that
single
source
of
truth,
you're,
just
taking
it
in
a
silo,
and
you
have
no
idea
if
anyone
else
is
experiencing
something
similar.
So
it's
important
to
think
that
through
setup,
even
basic
infrastructure,
so
that
managers
across
the
or
have
some
central
vision
on
what
is
being
reported
back
from
their
direct
reports.
I'll.
B
Add
one
more
piece
to
that,
which
is
that
team
members
should
should
err
on
the
side
of
over
communication
during
this
transition,
so
over
communicate
to
your
managers,
where
your
managers
don't
have
to
come
to
you
with
those
questions.
That's
the
other
side
of
what
Terran
was
talking
about
so
Darren.
This
next
questions,
for
you
do
you
think
an
employee
experience,
team
or
remote
managing
team
is
a
thing
of
the
future
or
that
coronavirus
will
accelerate
this
in
companies.
I
do.
A
I
mean,
of
course,
I
would
say
that,
but
no
seriously,
it's
one
of
the
things
I
recommend
as
a
starter
grad
for
leaders,
is
to
put
together
a
remote
experience
team
you
need
to
put
together
a
team
like
this
is
a
situation
that
is
completely
unprecedented
to
just
expect
that
your
existing
organization
is
completely
equipped
to
handle.
It
is
probably
not
wise.
A
There
are
nuances
to
work
remotely
that
a
lot
of
them
fault
sort
of
somewhere
in
between
HR
and
IT
and
operations,
and,
if
there's
not
clear
guidance
on
who's.
Managing
this
who
solves
the
problem
like
who
who
takes
the
step
on
bridging
these
communication
gaps
that
have
appeared
remotely
that
did
not
exist
in
the
office.
There
needs
to
be
a
team
put
together
to
figure
that
out
and
be
the
DRI
of
solving.
All
of
these
issues
that
are
going
to
surface
prioritizing
and
triaging
is
big.
I
would
actually
encourage
executives
that
have
executive
assistants.
A
In
this
moment
they
should
also
serve
as
a
documentarian.
So
any
meetings
that
you
have
virtually,
if
you
hear
of
issues
coming
up,
they
should
be
writing
this
down
and
again
communicating
across
the
team.
Do
you
see
common
threads
on
issues
that
are
popping
up
around
the
team
after
this
is
all
done,
and
the
coast
is
clear:
I
absolutely
think
that
there
will
be
a
lot
there.
A
More
heads
of
remote
there
will
be
a
lot
more
remote
teams
within
organizations
that
essentially
act
to
solve
pain
points
as
people
adjust
or
mate,
and
it's
not
that
going
from
the
office
environment
to
remote
is
difficult.
It's
just
that
it's
different.
It's
a
change.
People
are
naturally
resistant
to
change.
I
mean
I
like
to
say
if,
if
this
happened
in
Reverse
and
you
forced
all
1200
gitlab
employees
from
their
homes
into
an
office,
we
would
also
have
a
judgment
and
acclimation
problems.
So
it's
not
about
going
from
the
office
to
remote.
A
It's
just
it's
a
it's
a
change.
If
you've
built
your
entire
company
to
function
with
one
infrastructure
and
now
suddenly
you
have
to
use
a
foreign
infrastructure
you're
going
to
have
you're
going
to
need
to
change
some
things
and
putting
a
team
in
place
so
that
there's
a
clear
definition
of
this
team
is
here
to
support
me.
This
team
is
here
to
help
us
acclimate
and
answer
these
questions
that
we've
never
had
to
ask
before.
I
think
it's
good.
This
will
be
the
catalyst
that
creates
that.
B
C
The
thing
that
people
miss
out
on
if
they
go
remote
is
informal
interaction.
So
you
got
to
be
intentional
about
the
informal
interaction
you
got
to
organize
it.
It
doesn't
happen.
Naturally,
now
that's
okay,
if
it
happened
naturally
before
it
came
at
the
cost
of
a
commute
and
it
came
at
the
cost
of
being
not
quite
well
distributed,
you
knew
the
people
on
the
same
floor,
but
not
the
people
on
the
other
floor.
So
there's
a
lot
of
room
for
improvement,
but
you
got
to
organize
it.
One
thing
we
do
it
get
live.
C
We
make
people.
Do
coffee,
chants,
get
lap,
it's
normal
to
send
a
meeting,
invite
for
twenty
five
minutes
with
someone
and
just
say:
I
want
to
have
a
coffee
chat
and
that
can
be
about
work.
It
can
be
informal,
it
normally
doesn't
have
an
agenda
and
that's
a
normal
way
of
meeting
one-on-one
and
just
having
that
water-cooler
conversation,
we
also
have
the
concept
of
breakout
calls
bond
around
a
shared
passion,
and
that
can
be
talking
about
your
kids
talking
about
a
hobby.
You
have
something
like
that.
C
B
Just
yesterday
afternoon,
I
joined
a
breakout
call
around
coffee
and
tea
and
got
to
speak
to
a
team
member
who
is
in
Australia
and
another
who
was
in
Colorado,
and
we
just
talked
about
how
we
like
to
roast
our
coffee
beans.
So
it's
a
really
great
way
to
connect
with
team
members,
one
of
whom
just
joined
to
get
loud
two
weeks
ago,
and
you
have
to
be
intentional
about
that
informal
communication,
but
it
makes
a
huge
difference.
That's.
A
One
other
thing:
if
you're
in
this
transition
talk
about
what
you
would
normally
talk
about.
So
if
you
go
to
an
actual
physical
water
cooler
and
you
talk
about
sports
or
hiking
or
weekend
plans
or
whatever
it
is,
you
can
still
do
that,
virtually
if
you're,
using
slack
or
team's
resume,
you
just
have
to
reach
out
and
do
it
and
people
don't
think
that
they
schedule
these
into
their
day,
but
they
kind
of
do
in
an
office.
A
It
is
somewhat
regimented
that
you
can
kind
of
count
on
a
certain
time,
a
certain
amount
of
people
being
in
a
certain
place,
and
you
just
have
these
informal
chats
in
a
virtual
environment,
don't
hold
back
and
throw
them
down
on
someone's
calendar,
because
if
you
don't
do
it,
the
whole
day
will
get
away
from
you
and
you'll
recognize
that
you
had
no
non-work-related
interactions
with
people
and
over
time
that
can
lead
to
isolation
in
Burnout.
So
take.
A
B
Agree,
ok,
so
changing
cases
here,
we've
talked
a
little
bit
about
managing
a
remote
team
and
communicating
with
your
team
members.
We've
talked
a
little
bit
about
hiring
for
remote
teams.
What
about
onboarding
new
team
members
to
remote
teams?
How
do
you
think
through
onboarding
new
team
members
and
entrusting
them
with
representing
the
brand,
whether
they're,
selling
or
or
working
in
another
capacity.
C
Yeah
with
on
boarding
the
boat,
it's
very
important
that
there's
more
room
to
do
it
asynchronous,
so
people
can
do
it
at
their
own
pace.
If
you
own
board
it
get
lapped.
You
get
a
an
issue
assigned
to
you
with
about
200
tasks
that
have
to
be
completed
most
of
it
by
the
team
members,
some
of
it
by
the
manager
some
by
other
people,
but
allow
people
to
study
at
their
own
pace.
C
So
you
you
got
to
do
onboarding
and
then,
if
you
want
to
kind
of
make
sure
that
people
represent
the
brand
well,
one
of
the
things
that
work
well
is
have
people
record
a
video
so
give
them
instructions
on
how
to
represent
a
brand.
Have
them
record
a
video.
Allow
them
to
record
that
multiple
times,
because
many
people
do
and
then
have
that
reviewed
by
their
peers,
where
their
peers
can
give
feedback.
It's
especially
useful
in
sales.
C
A
Yeah
and
one
other
thing
I'll
add
especially
for
teams
that
are
like
oh
wow.
We
had
someone
scheduled
to
start
and
now
no
one's
in
the
office,
and
so
you
suddenly
have
to
unboard.
Then
virtually
one
awesome
thing
that
we
do
it
get
lab.
Is
we
have
onboarding
buddies,
so
we
assigned
someone
who
has
been
in
the
company
to
be
their
buddy
and
walk
alongside
them,
the
entire
process.
So
if.
A
And
we
actually
are
pretty
prescriptive
about
what
the
onboarding
buddy
responsibilities
are
I.
Think
if
you're
in
that
situation,
where
you
have
suddenly
have
they're
virtually
on
board
someone
it's
going
to
be
tough,
because
you
haven't
had
the
time
to
document
all
of
those
things
to
do
a
proper
virtual
onboarding.
But
what
you
can
do
is
assign
an
onboarding
buddy,
so
this
person
can
always
be
on
call
through
slack
or
zoom,
someone
who
has
been
in
the
company
and
walk
through
onboarding
to
be
there
one
on
one,
so
the
person
doesn't
feel
completely
lost.
B
C
C
It
doesn't
make
sense
to
keep
going
back
and
forth
in
text
if
you
need
that
holy
idiot,
higher
bandwidth,
communication
and
the
zone
call
is
really
good.
If
you
want
to
brainstorm,
we
find
it
most
effective
to
use
Google
Docs.
It
allows
everyone
to
have
a
cursor.
Everyone
can
type
at
the
same
time
and
then
we
use
indentation
a
lot
with
indentation.
You
can
kind
of
present,
like
tree-like
structures,
kind
of
a
brain
map
of
over
our
mind,
map
of
the
subject
matter.
You're
talking
about
we
find
out
that
works
really.
B
C
Yeah,
maintaining
company
culture
is
so
important
at
gitlab
we
have
14
ways
in
which
we
reinforce
our
values,
so
maybe
culture
can
mean
one
of
two
things.
It
can
be
like
the
habits
you
have
so
give
life.
For
example,
you
have
communication
guidelines.
We
encourage
any
manager
to
reinforce
those
and
and
remind
people
of
them,
but
we
also
have
our
values
and,
and
that's
the
most
important
thing,
culture
wise
our
values.
We
break
them
down.
C
We
add
a
lot
of
contacts
of
how
they,
how
we,
how
we
think
about
them,
but
then,
what's
really
important,
is
how
do
we
reinforce
our
values?
So
these
are
the
14
ways
in
which
we
reinforce
them.
Most
importantly,
your
your
values
are
what
you
reward
when
you
promote
when
you
hire
people
when
you
promote
people
and
give
people
bonuses
that
by
default,
are
your
values.
So
it's
important
for
us
anytime.
We
give
a
bonus
to
values,
come
back
and
every
time
there's
a
promotion.
There's
an
extensive
dog
linked
to
our
values.
B
Thanks
for
that,
we
have
about
five
minutes
left,
so
I'm
gonna
hop
around
and
it
with
the
questions.
So
question
number
25
here
someone
asks
not
everyone
in
an
organization
is
comfortable
with
contributing
in
a
transparent
format,
group
chats
contributing
a
living
documents,
etc.
How
do
you
encourage
this
behavior
change
from
individual
team
members,
yeah.
C
I
think
it's
so
important
to
make
sure
that
everything
is
always
a
work
in
progress
so
and
get
my
our
slogan
is
everything
is
always
in
draft.
So
if
you're
used
to
only
showing
a
final
product,
it's
it
is
hard
to
show
kind
of
an
intermediate
product.
It's
really
important
that
people
are
encouraged
to
kind
of
give
the
right
status
to
something
so
say
hey.
This
is
my
first
draft
of
this
or
hey.
C
This
is
what
I'm
thinking
about
right
now
make
making
making
clear
to
others
that
it
shouldn't
be
criticized
as
to
the
final
product,
so
that
something
we
do
transparency
for
for
us.
It's
it's
essential!
It's
it's.
For
example,
we
do
like
blameless
post-mortems.
When
there's
a
mistake
made
we
just
we
try
not
to
harp
on
the
individual.
We
just
figure
out
how
how
the
organization
can
learn
from
that,
but
it's
it's
a
big
change
and
I
think
support
from
management
is,
is
essential
in
such
a
transition.
B
They
said
that's
really
great
another
one
from
the
chat.
Jun
asks
most
of
the
issues
that
the
companies
who
are
remote
without
warning
are
encountering
or
implementing
processes
for
things
that
they
normally
do
on
a
fly
when
they
are
all
in
the
office.
How
do
you
think
small
to
medium-sized
companies
should
handle
that
and
what's
the
best
tools
for
them
to
use
and
I'll
add
here?
Is
there
any
notable
difference
between
how
small
to
medium-sized
companies
should
approach
this
versus
really
large
companies.
C
So
if
you're,
a
bigger
company,
I
encourage
you
to
use
a
product
like
get
lap
pages
or
github
pages,
where
there's
more
control
and
more
separation
of
duty
around
who
makes
who
proposes
a
change
which
commonly
is
someone
who
is
an
individual
contributor,
there's
more
of
those
people
and
who
approves
to
change
commonly
managers
and
there's
fewer
of
them.
And
this
way
the
managers
that
the
approvers
don't
have
to
write
the
change
themselves,
which
tends
to
not
scale
if
you're
smaller.
C
B
Absolutely
so
number
27
here
this
might
hear
a
last
question.
Companies
that
have
converted
to
a
fully
remote,
seemingly
overnight
need
to
carry
on
things
that
they've
traditionally
done
in
the
office
scrum
meeting
planning
grooming
session.
How
can
teens
have
those
meetings
be
as
productive
as
possible?
Yeah.
C
C
A
Mears's
thoughts
thanks
everybody
for
joining
I
know
there
are
a
ton
of
other
questions
that
everyone
is
embracing,
this
kind
of
forced
work
from
home
differently.
It
hits
you
different
depending
on
how
mature
you
are
from
a
tech
standpoint,
what
the
size
of
your
company
is
cetera,
so
definitely
check
out
our
resources.
Our
MoDOT
info
will
get
you
there.
There
are
a
ton
of
guides,
it's
a
lot
of
reading,
but
embrace
iteration.
You
don't
have
to
all
you.
B
Darren
thanks
dude
final
thought
here,
as
we
end
folks,
is
that
one
of
the
key
secrets
to
making
your
remote
meetings
really
effective
is
starting
on
time
and
ending
on
time.
So
we're
going
to
end
on
time
today.
Thank
you
so
much
for
joining
us.
We've
had
over
150
people
on
this
call
today.
We're
really
grateful
for
all
your
questions,
like
Darren,
said
the
URL
to
go
to
it's
all
remote
info
thanks
again
and
have
a
happy
Friday
and
a
great
weekend
talk
to
you
soon.