►
From YouTube: Working at the Top All-Remote Companies: Automattic, Buffer & GitLab | Arc.dev Remote Career Summit
Description
At the Arc Remote Career Summit 2020, leaders from top all-remote companies shared how their teams communicate and how they build and maintain company culture. They also shared what they look for in a job applicant, and their unique hiring and onboarding processes.
[Resources]
📝 Notes from this talk: https://bit.ly/6tAJZZQ
🌐 Remote Career Summit: https://bit.ly/RCS2020-event
[Speakers]
- Zandy Ring: Director of Happiness Experience at Automattic
- Kevan Lee: VP of Marketing at Buffer
- Darren Murph: Head of Remote at GitLab
- Hosted by Laurel Farrer: CEO and Founder at Distribute Consulting
[Learn More]
- Arc: https://m.arc.dev/yto
- Automattic: https://automattic.com/
- Buffer: https://buffer.com/
- Distribute Consulting: https://www.distributeconsulting.com/
- GitLab: https://about.gitlab.com/
Arc helps you effortlessly hire world-class remote engineers and teams. Trusted by fast-growing companies including Spotify, Hims, Fivestars, and more. Escape the local talent war with Arc.
A
We
are
going
to
be
talking
about
under
the
hood
today
of
what
it
means
to
be
a
remote
worker
and
and
what
the
dynamics
that
you
can
expect
in
a
fully
distributed
team,
and
we
sincerely
have
the
best
of
the
best
here
for
you
to
learn
from
these
brands
are
tried
and
true,
and
they
are
just
the
epitome
of
a
great
virtual
operation.
So
you
are
learning
from
the
absolute
experts
just
to
get
to
help.
A
B
Yeah
thanks
so
much
great
to
be
here
with
y'all
today,
so
my
name
is
Kevin.
Lee
I'm,
the
VP
of
Marketing
at
buffer
and
buffer,
is
a
social
media
management
software
and
we
have
been
remote
mostly
from
the
beginning,
about
six
or
seven
years
now
and
I've
been
at
the
company
for
six
years.
So
remote
work
is
one
of
the
foundations
of
our
business.
We're
also
really
emphasizes
transparency,
diversity
and
inclusion.
So
we
really
do
value
these
cultural
things
that
have
become
a
core
part
of
our
company
in
remote
workers
right
there
at
the
top.
B
C
Hi
I'm
sandy
ring
I'm,
the
director
of
happiness.
Experience
at
automatic
automatic
is
a
fully
remote
company
and
we
have
been
since
day.
One
I
have
been
with
automatic
for
seven
and
a
half
years
and
well
exactly
like
Kevin
said
we
are
we
we
prize
remote
work
and
finding
the
best
people
anywhere
they
currently
are.
We
don't
feel
like
you,
have
to
live
somewhere
very
specific
in
order
to
have
an
opportunity
to
have
a
high-impact.
D
Great
to
see
you
and
thanks
all
for
tuning
in
today,
I'm
darren,
I'm
the
heather
of
remote
at
get
lab
get
lab,
is
a
project
collaboration
and
software
and
development
tool,
and
we
are
all
remote
over
1,300
people
in
more
than
67
countries
and
very
similar
to
the
other.
Panelists
documentation
and
culture
is
very
core
to
who
we
are.
Our
values
are
our
culture,
and
we
make
sure
we
write
all
of
that
down
and
iterate
on
that
and
find
new
ways
to
exemplify
those
values
and
so
I'm.
A
Fantastic,
thank
you
and
my
name
is
Laurel
far.
I
am
the
CEO
and
founder
of
distribute
consulting
as
well
as
the
founder
of
the
remote
work.
Association
distribute
consulting
is
the
world's
only
consulting
firm
that
specializes
in
remote
work,
and
so
we
are
honored
to
be
here
here
with
these
great
experts
and
really
excited
to
open
the
windows
of
remote
work
and
virtual
operations
and
help
you
understand
what
this
looks
like
on
a
day
to
day
basis
and
for
those
of
you
that
are
remote
already
and
have
remote
experience.
A
You've
definitely
heard
of
these
companies
before
and
probably
have
the
hopes
and
dreams
of
working
with
them
someday.
So
this
will
also
give
you
the
opportunity
to
kind
of
peek
in
the
windows
of
their
culture
and
their
operations
to
see
if
it's
a
good
match
for
you
as
a
future
goal.
So,
let's
start
actually
there
with
that
question
for
all
of
you,
what
attracted
you
to
each
of
your
respective
companies
in
the
first
place?
Was
it
just
the
brand
that
you
had
heard
of,
or
was
there
something
special
that
that
piqued
your
interest?
D
And
go
first
yeah.
I
can
take
this
when
it's
LA,
when,
when
I
actually
heard
from
gitlab
for
the
first
time,
I'd
never
heard
of
gitlab
and
I've
kind
of
engineered
remote
roles
from
my
entire
career,
so
I've
been
remote
across
the
spectrum
of
co-located
and
hybrid
for
my
entire
career
and
I
actually
had
to
sit
down
as
like
wait,
a
minute
you're
all
remote,
by
choice.
This
is
intentional
and
you
don't
have
to
lobby
for
it
or
prove
your
worth
and
prove
that
you
should
be
remote.
D
I
thought
that
was
absolutely
fascinating
and
I
thought.
Finally,
a
group
of
people
that
gets
it
and
what's
wild
is
that
just
a
year
or
two
ago
that
was
still
kind
of
the
niche,
and
now
millions
and
millions
and
millions
of
people
have
a
peek
into
what
remote
can
be
like.
But
what
I
loved
about
get
lab
was
that
everything
was
written
down.
Transparency
was
obvious.
Their
entire
handbook
is
public.
Before
you
even
start
working
here,
you
can
see
what
the
benefits
are.
D
B
Yeah
I
think
some
some
of
what
Darren
said
resonates
a
lot
with
my
experience
too.
So
I
came
into
marketing
through
writing
and
excuse
me
when
I
was
looking
for
work.
Just
the
fact
that
I
could
write
all
day
from
the
comfort
of
my
home
was
mind-blowing
to
me
six
or
seven
years
ago,
I
was
like
this
is
the
dream,
so
I
kind
of
worked
toward
that
dream
in
a
lot
of
ways
and
very
lucky
that
buffer
took
the
chance
on
me.
C
Yeah
I
I
could
echo
both
these
gentlemen.
Almost
exactly
I
I
had
been
working
in
a
co-located
space
before
I
joined
automatic,
but
when
I
found
out
about
automatic
and
found
out
about
the
values
that
automatic
haves
and
the
Creed
and
the
mission
to
democratize
publishing,
you
know
as
a
blogger.
That
really
spoke
to
me,
even
though
it's
a
blog
that
I
think
my
dad
is
the
only
one
who
reads,
but
that
matters.
C
But
I,
when
I
investigated
more
into
the
things
that
automatic
does
and
the
standards
that
they
have,
that
was
it
really
it
mattered
and
then,
like
Kevin,
said
coming
on
board
the
amount
of
trust
that's
placed
in
every
autumn
edition.
It's
just
staggering,
especially
when
you
come
from
a
corporate
role
in
a
co-located
space.
It
can
just
be
a
very
it's
night
and
day
and
I
can
absolutely
say
it's
changed.
The
entire
course
of
my
life.
C
One
of
the
big
ones
that
we
do
this
is
a
little
bit
of
a
cheat
because
I
think
there
are
actually
several
companies
that
do
this
one
as
well,
but
it
it's
unusual
for
traditional
companies
to
the
extreme.
We
don't
use
email
at
all
and
I
know
that
Basecamp
also
doesn't
use
email
at
all
and
there's
many
others
as
well,
but
we
don't
use
it
at
all
and
in
fact
we
rely
on
text.
Communication,
I,
won't
say
exclusively
because
we
assume
for
one-on-ones
and
town
halls
and
things
of
that
nature.
C
But
for
our
day-to-day
work
we
use
synchronous,
conversation
and
slack
and
we
also
have
a
motto
which
is
ptoo
or
it
didn't
happen.
And
p2
is
a
product
that
we've
developed
for
it's
it's
blogging.
It
runs
on
WordPress
and
it's
a
product
that
we
use
to
archive
everything
so
that
everything
is
written
down.
Everything
can
be
found
again
and
if
it's
important
it
has
to
go
on
PTO
though,
and
you
can
see
every
p2
in
the
company.
C
So
if
you
want
to
dig
into
the
financials
you
go
over
to
up
and
to
the
right
or
the
money
p2
and
you
can
dig
in
and
you
can
look
at
anything
in
the
company
and
I-
think
that's
one
another
place
where
I
automatic
is
unique.
Where
it's
fully
open.
We
want
everybody
to
be
able
to
see
everything
because
of
that
trust
again,
that
we
give
every
automation,
mm-hmm.
A
Yeah
those
handbooks
I
become
I,
mean
I
often
describe
him
that
handbooks
they
were
nice
in
the
90s
and
2000's,
but
they
are
the
lifeblood
of
distributed
companies.
There
and
I
know
that
get
labs
handbook
is
transparent
and
iconic
I
mean
as
an
Operations
Manager.
It's
it's
a
thing
of
beauty,
let's
be
honest,
so
yeah
I
think
that,
because
that's
how
we
help
our
teams,
that's
how
we
support
them.
Asynchronously
right,
you
can
find
answers.
You
can
troubleshoot
problems,
no
matter
where
you
are
no
matter
who
you
can
access.
It
really
becomes
this.
A
D
D
We
have
location
channels
like
location,
Raleigh
or
Tampa
or
Southern
California,
so
people
that
happen
to
live
near
one
another
can
manage
groups
and
get
together
and
go
to
co-working
spaces
or
what-have-you,
but
we
expire
those
messages
so
that
we
force
work
to
begin
in
gitlab
we're
gonna,
get
live
issue,
we're
gonna,
get
lab,
merge
request
and
if
you
start
something
in
slack,
it
won't
take
long
before
someone
will
say:
hey,
probably
not
a
great
idea
to
start
work
here.
It's
gonna
be
gone
in
90
days
and.
B
D
D
We
one
of
our
sub
values
is
bias
for
asynchronous
and
we
fundamentally
think
that's
a
more
inclusive
way
to
communicate,
takes
a
broader
array
of
time
zones
into
account
and
sometimes
in
meetings,
if
you're
not
very
extroverted,
it's
easy
to
kind
of
just
shy
away
and
not
have
your
voice
heard,
but
when
everyone's
in
a
shared
Google
Doc,
everyone
is
on
an
equal
playing
field
and
you
can
contribute
in
that
way.
So
for
every
meeting
at
get
lab,
you
have
to
have
a
Google
Doc
agenda
attached
to
it.
D
If
there's
no
agenda
decline,
this
meetings
not
happening
and
then
on
top
of
that,
the
meeting
organizer
has
to
make
sure
that
documentation
happens
during
the
meeting
and
any
takeaways
are
contextualized
and
then
added
to
the
handbook
so
that
the
entire
company
can
benefit
from
whatever
happened
in
the
synchronous
meeting.
So
we
make
it
really
hard
to
have
meetings
so
that
we
try
to
figure
out
a
better
way
to
get
to
the
outcome
instead
of
having
a
meeting.
So
our
meeting
hygiene
is
it's
kind
of
different,
but
it
would
be
tough
to
imagine
going
back.
A
B
Maybe
I
got
just
one
thing
that
I
don't
know
if
it's
fully
unique
that
we
do,
but
it
is
something
that
I'm
really
proud
that
we've
taken.
That
step
is
into
like
emotional
well-being
for
our
team.
So
we
have.
One
of
our
perks
is
on
mental
health
and
wellness.
We
pay
for
coaching
and
sessions
and
we
use
modern
health
I.
B
Believe
it's
the
out
floor
and
I
think
you
know
we
do
a
remote
work
survey
every
year
and
one
of
the
biggest
challenges
people
continue
to
stay
year
after
year
is
isolation
is
something
that
it
comes
up
a
lot
with
remote
work,
so
I'm
really
proud
of
that
something
that
we've
identified
happens
to
us
to
a
buffer
and
we're
trying
to
actively
change
that
and
iterate
on
that.
So
yeah
I'm
grateful
for
that
perk
and
I.
Think
a
lot
of
companies
are
starting
to
lean
into
that
too,
and
it's
great
to
see
yeah.
A
Absolutely
well
speaking
of
staying
unified
as
a
team
and
building
that
culture,
a
common
question
that
I
know
I
get
all
the
time,
I'm
sure
that
you
guys
get
asked
it
regularly.
How
do
we
build
culture?
How
do
we
build
trust?
How
do
we
unify
as
a
team
if
we're
literally
apart
so
talk
to
me
about
that?
I
know
that
retreats
you
all
of
you
have
famous
retreats
that
you're
blogged
about
so
maybe
our
people
have
seen
those
but
yeah
retreats
communication
channels
that
you
talked
about
a
little
bit
Darren?
A
How
are
you
guys
staying
unified
as
a
team
and
building
that
interpersonal
trust
without
bumping
each
other
and
into
each
other
at
the
hallway
or
at
the
break
room
I
like
to
say
that
if
you
can't
talk
about
puppies,
you
can't
talk
about
profits,
and
so
it's
important
that
we
have
time
to
to
just
have
casual
conversations.
How
do
you
guys
do
that
sandy
I
know
as
a
happiness,
expert
I
feel,
like
you,
have
a
good
answer
to
this
I.
C
Hope
I
have
a
good
answer:
yeah
we
we
do
a
lot
of
communication,
so
we
keep
that
communication
going
all
the
time
and
I
think
Darren
is
talking
about
this
as
well.
We
have
slack
channels
that
are
for
water
cooler
topics
and
make
sure
that
people
as
they're
on
board
are
aware
of
them.
We
have
p2s
that
are
just
specific
to
you
know,
putting
additions
on
your
house
or
changing
the
faucet
out
for
the
first
time.
C
We
also
approach
it
deliberately,
rather
than
from,
like
I
hope
this
person
finds
out
about
these
things
standpoint
we
assign
every
new
autumn
Atisha
n--
a
mentor
within
the
company.
We
ask
them
enter
to
reach
out
to
them
in
their
first
three
days
and
then
give
them
sort
of
a
schedule
of
how
often
to
touch
base,
what
things
to
talk
about,
how
to
loop
them
into
company
culture,
and
that
person
is
always
outside
of
their
area
of
work.
So
they
get
to
meet
somebody
outside
of
their
direct
space.
C
So
they
can
ask
the
stupid
questions
which
don't
exist.
Of
course,
every
question
is
valuable
and
we
also
have
a
long
history
of
feedback
communication
within
the
culture
where
we
ask
people
to
give
feedback
clearly,
transparently
and
timely,
but
give
them
opportunities
to
do
it
anonymously
as
well.
If
they
need
to.
B
It's
interesting
to
think
of
the
team
that
I
manage.
We
have
I'm
based
in
Idaho
in
the
USA
I
have
teammates
in
Singapore
in
Sydney
and
Poland
in
the
UK.
The
East
Coast
like
there's,
not
a
time
that
all
of
us
can
be
together
without
someone
starting
their
day
super
early
or
staying
up
super
late,
so
that
team
connection
is,
is
a
challenge
for
us.
I,
don't
know
that
we've
fully
solved
it
yet,
but
we're
always
eager
to
try
new
things.
I
think
a
synchronous
versus
synchronous
is
a
big
conversation
for
us.
B
We
try
to
default
to
everything
asynchronous
that
when
it
comes
to
connection
we
try
to
do
that
through
those
asynchronous
channels.
So
we
have
a
daily
or
a
weekly
stand
up.
That
is
maybe
the
p2
model
we
use
a
tool
called
threads
is
from
one
of
these
archived
conversations
that
people
can
access
at
any
time.
So
we
check
in
there.
We
ask
questions
about
not
only
what
we're
doing
each
week
at
work,
but
what's
happening
in
our
lives.
We
have
this
concept
of
bring
your
whole
self
to
work
and
I.
B
A
Yeah
that
I
think
that
aspect
of
communication
of
being
more
open
and
more
vulnerable
is
important
in
a
virtual
environment.
Because
that's
all
we
have
you
know
we
don't
have
environmental
context
or
cues
or
nonverbal
communication
to
help
people
understand
who
we
are,
and
we
you
know,
can't
put
up
the
poster.
You
know
Jon
Bon,
Jovi
or
something
in
our
cubicle
and
be
like
this
is:
who
I
am
we
have
to
tell
people?
A
D
I'll
add
quickly
that
in
a
remote
setting
your
culture
equals
values
when
you're
in
a
co-located
space,
maybe
the
color
of
the
walls
or
the
neighborhood
that
you're
in
or
what
restaurants
are
nearby
all
of
that
kind
of
contributes
to
the
energy
or
vibe.
But
none
of
that
is
really
truly
culture.
So
we
need
to
find
our
culture
by
what
our
values
are.
We
write
our
culture
down
and
you
can
very
clearly
see
it's
how
we
treat
each
other,
it's
how
we
treat
external
parties
and
how
those
values
are
lived
out.
D
When
you
see
those
values
being
lived
out,
you
think
this
is
what
culture
feels
like
this
is
what
belonging
feels
like,
and
we
want
to
make
sure
that
we
hire
people
where
resonate
with
those
values
in
terms
of
making
sure
informal
communication
still
happens.
You
have
to
be
intentional
about
it.
A
lot
of
suddenly
remote
leaders
are
trying
to
figure
this
out
because
they
never
put
any
intentionality
behind
it,
but
a
get
lab.
It's
actually
the
responsibility
of
our
people
group
to
work
with
our
leaders
to
find
news
with
new
ways
for
people
to
engage.
D
We
just
spun
up
a
talent
show
recently
we
had
over
130
people
on
a
zoom
call.
We
had
about
20
or
30
people
signing
up
to
show
off
talents
on
zoom.
We
had
a
panel
of
judges,
some
prizes,
some
healthy
competition,
not
rocket
science
here,
but
someone
has
to
be
responsible
for
creating
that
atmosphere
for
that
to
happen,
because
you
can't
rely
on
spontaneity
and
faith.
No
one
is
just
gonna
cross
paths
in
the
hallway
and
relationships
sort
of
blossomed
from
there
and
lastly,
in
person
matters
a
lot
in
person
is
very
important.
D
We
are
relational
communal
beings
and
if
you
stay
home
for
too
long
and
don't
have
any
human
contact,
it
does
start
to
wear
on
you.
So
we
get
the
whole
team
together
for
a
week
a
year,
and
then
we
have
a
series
of
user
events
and
sales
conferences.
We
try
to
bring
people
together
as
much
as
we
possibly
can,
and
we
value
that
again
lab
the
annual
retreat
is
something
that
we
all
mark
on
our
calendar
as
a
business
trip
that
is,
cannot
miss
compared
to
a
lot
of
co-located
companies.
A
Yet
if
you
have
them
for
you
know
40
weeks
of
the
year,
then
it
loses
its
magic
loses
its
novelty
and
it
becomes
just
another
day.
So
yeah
I
find
that,
because
for
remote
teams,
when
you
do
get
it
into
purse
in
person,
finally,
it's
just
magic.
It's
absolute
magic
yeah!
If
you
worked
in
an
office
together,
it'd
be
like
whatever
I
can
access
them.
Anytime
distance
makes
the
heart
grow
fonder
and
I.
A
Really,
like
the
point
that
you
made
Darrin
about
the
values
you
know,
and
so
many
people
are
very
Vallely,
worried
about
remote
worker
isolation.
You
know:
are
we
all
going
to
be
Hermits?
However,
it's
important
to
remember
that
your
culture
and
true
unity
comes
from
connection
not
from
from
proximity,
and
so
it's
very
very
possible
in
common
to
be
feeling
lonely
and
disconnected
and
lost
if
you're
sitting
a
few
feet
away
from
somebody.
So
this
is
really
what
we're
trying
to
focus
on
and
build
in
distributed.
A
Companies
is
how
do
we
make
sure
that
people
really
feel
equipped
to
do
their
job?
They
feel
individually,
valued
and
recognized
and
appreciated.
As
part
of
this,
this
team
dynamic,
regardless
of
where
they're
located
so
speaking
of
that
this
is
a
really
big
concern
for
a
lot
of
people,
is
onboarding
and
training.
It
came
up
in
our
conversation.
It
came
up
in
the
chat
box
and
we
don't
have
it
in
our
in
our
loaded
questions
as
well
of
what
does
this
look
like
you
know
from
day
one?
A
How
do
we
make
sure
that
people
understand
what
our
culture
is
and
that
they
feel
connected?
And
you
know
they
don't
have
that
opportunity
to
just
walk
around
the
office
and
get
to
know
people
and
and
learn
through
osmosis.
So
what
does
that
process?
Look
like
at
all
of
your
companies?
Kevin
I.
Don't
think
I've
targeted
you
first,
let's,
let's
start
with
you,
yeah.
C
B
Definitely
don't
want
that
firehose
feeling
also
there's
so
much
coming
at
you
that
you're
a
bit
over
well,
so
we
we
send
folks
down
a
path,
but
it's
all
available
there
for
people
to
to
learn
and
absorb
as
they
get
into
it.
I
think
a
big
part
of
it,
too,
is
the
the
hiring
process
for
us,
so
I'm
boarding
almost
start
to
set
the
point
of
hiring.
So
our
job
descriptions
they,
you
know
we're
a
transparent
company,
so
you
can
go
in
to
our
blog
and
learn
about
how
we
do
about
work.
B
B
So
we
can
see
like
the
light,
got
recorded
videos
and
how
do
you
communicate
ideas
and
information,
and
so
we
get
a
really
good
sense
from
what
it
what
you
will
be
like
as
part
of
buffer
and
hopefully
what
buff
will
be
like
if
you
are
to
join
our
run
team,
and
that
makes
the
onboarding
process
a
lot
more
smooth
for
us.
So
we
have
on
documentation
once
you
join,
but
we
have
a
pretty
good
sense
that
you're
on
the
right
path,
like
from
day
one
and
before
yeah,.
A
Absolutely
I'm
always
I,
remember
the
first
time
that
I
got
that
question
as
a
consultant
like
well.
What
happens
to
job
shadowing
like
I
can't
do
job
shadowing
anymore
and
you
know
being
new
in
my
role.
I
was
like
what
like
what
are
you
saying?
Of
course
they
still
do.
Job
shadowing,
like
it's
just
happening
in
different
channels
like
over
my
dead
body,
am
I
gonna
have
a
new
hire
like
well
you're
on
your
head.
Of
course
we
have
job
shadowing.
A
A
C
C
A
I,
love
that
and
I
think
a
big
takeaway
that
we
should
all
be
writing
down
as
we're
listening
to
this
conversation
is
be
prepared
for
working
interviews.
That's
not
super
common
in
in
co-located
companies,
but
it
is
very,
very
common
in
distributed
teams
because
of
exactly
everything
we're
talking
about.
We
need
to
be
prepared
to
look
for
an
experience
that
culture
Mack
match.
A
Are
we
conducive
working
in
similar
styles
and
are
we
communicating
effectively
in
a
virtual
environment,
and
we
have
to
see
each
other
in
action
not
just
employer
to
employee
but
also
employee
to
employer,
because
there's
different
styles
of
virtual
teams
and
the
dynamics
and
organizational
behavior
of
distributed
companies
is
very
unique
as
well.
It's
not
one
size
fits
all,
so
you
as
job
seekers,
need
to
be
empowered
to
identify
the
company.
That's
a
good
match
for
you
as
well.
Darren
I
want
to
zoom
specifically
into
the
the
skills
training
part
of
onboarding.
D
D
We
want
to
make
sure
that
people
can
manage
their
personal
life,
manage
their
boundaries
between
work
and
life,
manage
the
inflow
of
work,
be
a
self-seeker
to
first
try
to
find
the
information
themselves
within
the
get
lab
handbook
instead
of
reverting
to
synchronous
norms
where
they
may
have
come
from
that
encapsulates
a
lot,
and
so
there's
a
lot
of
digging
that
goes
into
that,
but
you
can
really
figure
this
out
by
asking
a
person.
Tell
me
about
a
time
where
you
didn't
have
very
much
information
and
you
were
kind
of
on
your
own.
D
What
did
that
look
like
or
if
you
were
moving
a
piece
of
a
project
forward?
What
did
that
look
like
or
tell
me
about
a
time
where
your
cohorts
were
on
campus
or
in
a
different
place,
and
you
were
in
a
different
part
of
the
world
and
you
contributed
and
you
move
that
project
forward.
We
asked
for
people
to
tell
stories
it's
it's
less
about
specific
anecdotes
and
more
about
tell
me
a
story.
D
D
It
very
clear
what
it's
gonna
be
like
to
work
at
get
lab
all
of
our
strategy
and
our
vision.
Our
product
roadmap,
like
I,
said
there's
even
a
section
in
the
FAQ
called.
What's
it
like
to
work
at
get
labs,
so
people
know
what
they're
getting
into
and
I
like
to
say.
No
one
accidentally
ends
up
at
get
lab
because
you
very
much
opt
into
this
culture,
but
I
think
the
one
thing
that
would
maybe
surprise
a
lot
of
people
is.
We
look
for
great
storytellers,
you'll,
often
times
here
at
remote
companies.
D
That
communication
is
really
important
and
it
is
but
it's
much
deeper
than
that.
We
want
people
that
think
three
steps
prior
and
three
steps
forward,
because
you're
probably
going
to
be
writing
a
lot
and
you
need
to
be
able
to
contextualize
and
deliver
very
precise,
detailed
missives
on
whatever
your
project
is,
so
that
if
someone
comes
in
midstream
legitimately
a
year
or
two
after
an
idea
is
incept
it
you
have
written
it
down
in
such
a
way
that
they
can
join
that
conversation
midstream
and
contribute
meaningfully.
D
That's
a
rare
skill,
especially
for
people
that
have
been
used
to
just
verbalizing
things
over
and
over,
in
a
loop
of
synchronous
meetings
in
a
co-located
space.
That's
a
strange
function,
and
so
we
want
to
make
sure
that
people
are
comfortable
doing
that
and
they
prefer
to
do
that
and
again
that
they
know
what
they're
getting
into.
A
Absolutely
I
love
this
conversation
I
always
say
that
the
three
pillars
of
remote
work
are
trust,
culture
and
communication
and
we're
covering
all
three.
So
this
is
a
beautiful
thing.
So,
let's
run
in
that
direction
of
communication,
because
I
know
that
when
I
am
hiring
and
working
with
new
hires,
this
is
something
that
we
talk
about.
All
the
time
is
the
communication
style
of
remote
workers
is
just
different.
A
It
requires
it
just
requires
a
different
style
that
I
personally
define
as
more
consistent,
more
frequent
and
Oh,
more
consistent,
more
frequent
and
more
empathetic,
so
I'd
love
to
hear
from
Kevin
and
Sandi,
especially
on
the
topic
of
communication.
What
are
you
looking
for?
Is
your
training,
or
is
your
screening
in
those
in
in
that
style
of
communication?
What
do
you
need
workers
to
be
as
they
are
showing
and
producing
work?
Yeah.
B
Just
I
think
the
one
that
stands
out
from
your
list,
especially
Laurel,
is
the
empathy
component
for
us.
We,
we
recognize
that
a
lot
of
written
communication
can
be
tone
deaf
or
you
can
can
be
misinterpreted,
and
so
it
is
really
important
that
you
spend
that
time
to
make
sure
you're
communicating
clearly
and
that
you're
understanding
how
it
might
be
interpreted
by
the
other
person,
so
that
that
active
empathy
is
really
central
to
the
way
that
we
communicate
it
buffer.
What
that
looks
like
in
practice
is,
it
might
be.
B
You
know
removing
lingo
from
the
things
that
you
write,
so
maybe
fewer
acronyms
cuz
that
someone
might
not
understand
what
those
are
I
think,
especially
with
remote
work.
The
back-and-forth
of
written
communication
can
take
time,
especially
if
you're
the
person
you're
communicating
with
is
halfway
around
the
world.
So
communicating
clearly
is
a
really
powerful
way
that
we
stay
efficient
and
then
we
get
work
done
and
taking
the
extra
time
to
do
that.
It
pays
dividends
because
it
keeps
things
moving
and
that's
not
slowing
things
down
too
much.
So
empathy.
A
Every
single
day
in
distributed
teams
like
we
have
to
think
very,
very,
very
carefully
and
like
there
and
said
very
proactively
about
how
our
messages
could
be
interpreted,
how
they
could
be
impacting
this
other
person,
and
we
just
need
to
be
more
emotionally,
intelligent
and
and
socially
aware.
I.
Think
in
general
sandy
is
that
part
of
the
the
happiness
definition
an
automatic?
Is
this
higher
level
of.
C
We
always
say
assume
best
intent
when
you're
reading
a
comment
or
a
post
or
a
slack
message,
but
also
we
freely
give
feedback.
Feedback
at
automatic
is
integral
and
a
lot
of
the
feedback
we
give
is
around
communication
and
around
how
you
can
communicate
for
the
right
impact
and
not
focus
on
the
intent
of
communication.
So
asking
somebody.
C
What
do
you
want
to
accomplish
with
this
post
right
and
then
helping
them
see
how
they
can
get
the
most
impact
in
the
clearest
way
with
the
least
disruption,
and
that
could
be
like
Kevin,
said
cutting
out
some
of
those
acronyms.
You
know,
speaking
at
the
clearest
and
most
basic
level,
to
get
your
point
across
and
not
using
slang
or
knowing
your
audience
where
you're
putting
your
your
comment
or
post
or
whatever
it
might
be.
But
absolutely
empathy
is
top
of
the
top
of
the
stack.
A
Love
it
alright,
well
I'm
gonna
take
a
quick
break
to
tell
everybody
in
the
audience.
We
want
to
hear
your
questions,
we're
not
just
here
to
give
you
our
questions
and
answers,
but
we
want
to
make
sure
that
you
are
getting
the
information
out
of
this
that
you
want.
So
if
you
have
questions,
go
ahead,
pop
them
in
the
chat
make
sure
that
you're
in
the
stage
chat
and
then
you
can
pop
your
questions
in
there
they
facilitated
to
us
through
our
wonderful
back-end,
moderators
and
so
we'll
give
will
do
one
more
question.
A
That's
that's
from
the
can
just
to
continue
the
conversation,
give
you
guys
some
time
to
fill
up
the
queue
and
then
the
sage
is
yours
and
we'll
be
answering
as
rapid-fire
as
possible.
Your
questions
so
make
sure
to
fill
up
that
chat
so
to
our
wonderful
panelists.
Let's
try
to
summarize
everything
that
we
we
talked
about.
We've
been
talking
about
job
seeking,
we've
been
talking
about
trust
and
culture
and
communication.
We've
been
talking
about
team
dynamics,
so
just
as
an
all
encompassing
answer
to
that
talk
to
me
about
screaming.
A
If
we
have
people
in
our
audience
that
are
hungry
to
work
for
your
brand
or
hungry,
to
work
for
a
specific
brand
that
is
remote
friendly,
how
can
they
raise
their
hand
and
tell
the
employer
that
they
are
a
good
fit?
What
is
that
screaming
and
a
matching
process
look
like,
especially
in
a
in
a
workforce
and
in
a
job
market
that
is
so
so
competitive?
Everybody
wants
a
remote
work,
a
remote
job
right
now
everybody,
and
so
how
can
they
stand
out
if
nothing
else,
I'll.
C
D
Say
four
four
forget
lab
it's
more
about
values:
alignment!
If,
if
you
just
come
into
a
job
interview
and
you're,
just
open
about
look
I,
just
I
hate,
my
commute
I
just
want
to
work
remotely
I,
don't
really
care
what
I
do
probably
not
the
best
way
to
go
about
it.
We
want
to
first
find
people
that
are
truly
passionate
about
the
work
that
they'll
be
doing
and
truly
align
with
the
values
that's
in
general,
get
lab
or
elsewhere.
D
That's
what
you
should
be
looking
at
look
first
for
a
job
or
a
role
that
you're
going
to
love
and
a
culture
and
a
set
of
values
that
will
resonate
with
you,
because
if
you
join
a
remote
company
and
you
aren't
aligned
with
the
values,
you
won't
have
a
commute,
but
it
can
still
be
miserable.
So
don't
think
that
remote
is
going
to
solve
everything.
Remote
is
just
a
component
of
it
values,
alignment
and
making
sure
you're
working
with
people
you
enjoy
and
doing.
Work
that
you
enjoy
is
really.
D
A
A
C
So,
with
automatic,
we
look
for
people
who
can
communicate
really
well,
that's
something
that
we
just
don't
we
don't
ever
lower
the
bar,
for
we
want
you
to
be
a
really
excellent
communicator
and
it
ties
in
with
what
Darren
was
talking
about
with,
like
being
at
to
tell
your
story
and
explain
to
us
why
you
feel
like
this
is
a
good
match.
It's
absolutely
about
the
culture
alignment
as
well.
You
don't
have
to
be
somebody
who
is,
oh,
you
know,
adopts
all
the
latest
technology
the
moment
it
comes
out.
C
That's
certainly
fine,
but
you
can
also
be
somebody
who
sticks
with
the
tried-and-true
methods
that
you're
used
to,
and
it's
just
well
aligned
with
the
culture
that
we
already
have.
We
look
for
people
who
obviously
meet
the
qualifications,
but
we
also
look
for
potential
in
people.
You
know
what
kind
of
impact
can
they
have?
C
We
want
somebody
who
can
be
a
force
multiplier
and
have
high-impact
and
be
efficient
and
effective,
so
examples
of
projects
that
you
can
do
and
have
done
autonomously
are
important,
but
the
other
half
of
that
the
the
other
half
of
the
seesaw
between
autonomous,
is
being
able
to
work
really
within
the
group
as
well
and
be
able
to
communicate
that
work.
So
if
somebody
wants
to
come
into
the
company
and
then
disappear
eight
hours
a
day
and
just
sort
of
show
up
for
the
weekly
stand-up
or
whatever
that's
not
really
a
good
fit.
C
A
B
I
think
a
lot
of
what
Darren
is
and,
if
said
rings,
true
for
us
also,
the
two
things
I
might
add:
I
tend
to
look
for
responsibility
and
responsiveness
when
it
comes
to
screening
so
responsibility
we
can
screen
for
that
when
it
comes
to
the
exercise
that
someone
might
take
like,
are
they
filling
it
out
completely
or
they?
You
understand
the
instructions.
Are
they
being
responsible
for
attorney
doing
on
time
and
doing
it
in
a
timely
way?
Responsiveness
when
we're
communicating
back
and
forth
of
a
communicating.
B
You
know
quickly
on
time
we're
not
expecting
people
to
drop
everything
to
talk
to
us
during
the
interview
process,
especially
as
folks
we're
doing
other
jobs,
but
just
that
just
that
way
of
communicating
to
tell
us.
You
know
what
to
expect
to
set
those
expectations
so
that
we
aren't
wondering
you
know
where
this
person
went
and
what's
happening.
I
think
that
is
a
sign
for
us
that
this
person
will
thrive
in
the
remote
environment,
where
communication
is
so
important
and
kind
of
communicating
responsibly
to
your
teammates.
A
Wonderful
all
right,
well,
I,
think
it's
time
to
get
to
some
open
Q&A.
Thank
you
all
for
your
incredible
answers
and
let's
just
keep
the
momentum
going.
We
do
have
a
lot
of
questions
which
is
great,
so
I'm
going
to
try
to
rapid-fire
this
I'll
target
the
questions
to
one
person,
but
that
doesn't
mean
that
it
is
exclusive
to
one
person.
A
So
if
you
have
it
no
thoughts,
just
interject
and
interrupt,
and
just
let's
just
keep
it
going,
but
we'll
we'll
try
to
limit
to
one
answer,
so
we
can
get
through
as
many
questions
as
possible
so
that
sound
good
to
you
guys
so
you're
in
the
hot
seat.
You
never
know
what's
gonna
happen.
This
is
where
the
stress
starts
happening.
It's
so
exciting,
okay,
so
our
first
one
is
from
Dale
he's
talking
about
career
trajectory.
This
is
a
very,
very
good
one,
because
there
is
evidence.
A
Statistical
evidence
to
show
that
career
stagnancy
is
is
biased
in
hybrid
teams,
so
people
that
are
on
site
have
faster
career
development
than
people
that
are
off-site,
and
so
it's
very
much
an
out
of
sight
out
of
mind
problem
and
so
he's
asking
about
this.
How
do
you
ensure
that
in
a
hybrid
team
that
there
is
equality
and
and
that
there's
not
discrimination
between
on-site
and
off-site
workers,
now
I
know?
A
C
We
we
really
don't
have
any
co-located
spaces.
Well,
I!
Guess
that's
not
true,
because
our
tumblr
folks
have
been
co-located,
but
what
we
do
like
the
angle
that
I
can
answer.
This
is
if
people
are
more
quiet
and
aren't
actively
pursuing
career
growth,
do
they
get
the
chance
to
pursue
the
career
growth
as
aggressively
as
anybody
else
like?
C
C
I
know
so-and-so
is
going
to
apply
and
maybe
I
don't
have
time
or
I,
don't
feel
like
I'm
qualified
enough
making
sure
that
team
leads
are
talking
to
everybody
on
the
team
about
opportunities
that
fit
their
interests
in
their
growth
trajectory
that
they
are
looking
forward.
So
one
happiness
engineer
may
be
very
interested
in
troubleshooting,
but
another
happiness
engineer
may
be
looking
more
for
project
management,
growth
and
then
trying
to
find
things
that
can
fit
both
those
types
of
people
perfect.
A
I
love
it
and,
as
a
consultant
I'll
also
add
that
a
remote
work
policy
can
really
help
with
this.
It's
a
legal
protection
of
expectations
and
and
qualifications
and
enforcement
of
off-site
standards,
so
that
that
can
be
a
massive
help.
But,
more
importantly,
if
you
are
working
in
a
hybrid
team,
what
the
problem
is
coming
from
is
that
you
are
trying
to
manage
virtual
employees
with
a
physical
workspace
and
a
physical
management
method,
so
the
more
that
you
can
move
into
a
location
irrelevant
or
location,
independent
method
that
treats
and
manages
everybody
equally.
A
That
will
help
soothe
those
pains.
Okay.
Next
one,
let's
see
Darren
I,
think
that
this
is
a
good
one
for
you.
Claudette
wants
to
know
about
continuing
education.
I
know
that
some
companies
offer
workshops
for
their
employees
to
grow.
Various
skills
is
this
common
in
the
tech
world?
What
does
continuing
education
look
like
in
a
remote
yet.
D
So
we'll
support
tuition
reimbursement
if
people
want
to
go,
get
educated
on
anything
that
they
could
make
them
a
more
complete
person
and
bring
something
else
to
the
company,
and
then
we
have
a
series
of
what
we
call
live
learning
sessions
and
we're
continually
building
out
a
Learning
and
Development
Program.
We
just
stood
up
a
leadership
toolkit
and
we
have
a
managerial
training
session
that
is
underway
as
well.
Thank.
A
You
so
much
Kevin
you
ready
this
one's
for
you
and
I
know
that
you
guys
have
great
practices
at
buffer,
so
I'm
really
glad
that
this
one
by
default
went
to
you.
But
this
question
is
asking
about
measuring
performance,
not
just
measuring
productivity,
which
we
know
can
often
be
measured
with
more
accurately
with
results,
but
measuring
team
performance
in
general.
What
does
that?
Look
like
a
buffer
yeah.
B
I
guess
we
have
a
couple
different
tools
that
we
use
for
that.
This
is
constantly
evolving,
so
at
the
moment
we're
using
okay,
ours
and
that's
one
performance
indicator.
If
you
know
how
how
well
are
we
studying
in
achieving
goals
we
use,
we
use
okay,
ours
as
a
tool
for
learning
not
for
judging.
So
our
goal
is
to
you
know,
see:
what's
happened,
learn
from
it
and
improve
for
the
next
time
around?
It's
not.
B
We
don't
tie
performance
reviews
or
compensation
or
anything
to
the
outcomes
of
those
impairs
and
then
some
of
the
other
performance
things
we
look
at.
We
often
look
at
the
health
of
our
teams,
so
that
happens
through
culture
ramp
surveys,
culture.
Imp
is
a
tool
that
we
use
to
gather
historical
context
on
how
the
teams
have
been
improving
in
terms
of
happiness,
satisfaction
with
the
job
anything
that
we
want
to
test
and
survey
for.
We
use
that
tool
for
that.
Yeah.
A
Fantastic
love,
it
all
right.
This
one's
gonna
be
open.
Whoever
wants
it
takes,
it
jump
up
and
speak
up.
First,
this
one
is
from
Ben
who
is
asking
what
does
a
typical
work
week?
Look
like
at
your
company,
so
how
much
time
is
spent
planning
and
strategizing,
and
in
meetings
versus
independent,
independent
heads
down
work.
B
Yeah,
so
our
individual
contributors
probably
spend
two
to
three
hours
a
week
in
meetings
and
the
rest
is
heads
down
focused
work
time.
We're
currently
experimenting
with
the
four-day
work
week
so
for
the
next
six
months,
it'll
be
four
out
of
five
days
of
focused
work.
The
managers
have
a
much
more
much
different
schedule.
My.
B
A
D
I
think
Kevin
mentioned
that,
but
it's
very
true
at
well.
For
us,
it's
really
simple
I,
think
I
think
we
have
one
of
the
most
geographically
and
culturally
diverse
teams
in
the
world
and
for
companies
that
are
trying
to
figure
out
a
way
to
make
their
company
more
diverse.
Hiring
remote
is
the
obvious
way
to
do
that
in
any
given
day.
D
I
could
see
Clemson's
glimpses
of
Copenhagen
and
New
Zealand
and
Kenya
and
North
Dakota,
and
it's
because
people
are
there
so
they're
able
to
bring
them
their
whole
selves
to
work,
because
we
don't
force
them
to
move
somewhere
that
isn't
fully
aligned
with
where
they
want
to
be.
So,
for
us,
it's
as
simple
as
hire
the
best
people,
let
them
stay
where
they
are
and
you
by
default,
get
all
of
them
at
work.
A
And
it
is
such
a
psychological
shift
as
well,
because
when
we're
at
home
we
are
used
to
being
are
in
inhibited
selves
right.
We
are
ourselves
in
our
safe
place
at
home
and
then
all
of
the
sudden
we
have
work,
come
into
our
safe
place
and
and
typically
we
have
a
buffer
zone
literally
a
buffer
zone.
Right
we
get
in
the
car,
we
drive,
we
get
to
get
into
that
mindset.
A
Shift
of
this
is
my
work
self,
and
then
this
is
my
personal
self,
and
now
that
that
work
environment,
all
those
dynamics
of
your
team
all
come
into
your
personal
space
and
so
for
a
lot
of
people.
It
can
be
very,
very
vulnerable.
It
can
also
really
create
a
problem
what's
work-life
boundary,
so
Kevin,
because
I
didn't
give
proper
credit
where
credit
was
due,
which
is
about
that.
So
how
do
you
ensure
that
your
employees,
this
is
from
Selena
by
the
way?
B
It's
a
great
question:
I,
like
Darren's
phrasing
of
like
a
manager
of
one
I,
think
a
lot
of
it
comes
down
to
that
personal
responsibility
to
set
boundaries
for
yourself,
and
some
of
that
you
can
screen
through
the
hiring
process.
Like
will
this
person
survive
in
a
remote
environment
where
there
is
a
lot
of
personal
accountability
and
responsibility
for
creating
those
batteries,
we
have
a
couple
of
things
in
place
at
buffer,
so
our
management
style
is
were
very
conscious
of
time
off
people's
mental
well-being.
B
Time
it's
hard
when
you're
fully
remote,
but
people
recognize.
Oh,
this
person
is,
in
my
time
zone
and
they're
posting
messages.
8:00
p.m.
like
it's
a
very
tricky
balance
there
if
you're
not
setting
a
good
example
from
the
top
down,
so
we
try
to
some
of
that
stuff,
but
we
often
just
leave
it
up
to
the
team
base
themselves.
B
One
of
the
beautiful
things
about
remote
work
is:
you
can
set
your
own
schedule
more
or
less
so
I
don't
want
to
dictate
when
someone
can
or
can't
be
online,
but
I
do
want
to
be
I
want
to
create
space.
For
that
conversation
to
happen,
if
it
feels
like
they're
working
for
it,
they
want
to
be
and
where
it
should
be,
without
being
too
micromanagement
about
what
specific
hours
they
are.
Yeah.
A
I
think
I
add
that
to
the
list
of
soft
skills
that
is
so
critical
to
remote
work,
we
were
talking
about
emotional
intelligence.
I'll,
add
discipline,
it
is
absolutely
as
essential.
So
thank
you
for
that
sandy
you're
up
next,
you
ready
and
this
one
is
from
Eddie
he's
talking
about.
How
do
you
foster
growth
and
mentorship
in
a
remote
setting
and
I'll
even
take
that
a
little
step
further
and
say
just
growth
and
innovation
in
general?
As
a
team,
we.
C
Do
it
through
culture?
Mostly,
we
say
anybody
can
have
a
great
idea
and
when
you
have
that
great
idea
make
sure
that
you
bring
it
up,
you
know
anybody
can
ping,
our
CEO
mat
and
say:
hey
got
this
idea.
I
want
to
pursue
it.
They
can
talk
about
the
things
that
they
find
important,
not
everything
we
will
pursue,
but
through
the
culture
of
great
ideas,
come
from
anyone
we
encourage
people
to
keep
growing.
You
know
use
that
brain.
C
We
we
want
your
brain
and
we
want
you
and
those
things
are
the
ways
that
people
can
have
a
big
impact.
So
it's
the
culture,
but
we
put
into
place
also
things
that
people
can
do
so.
We
also
use
culture
amp
for
gathering
feedback
and-
and
we
do
a
couple
of
times
a
year-
an
anonymous
survey
and
try
to
pull
out
some
of
those
ideas
that
people
are
having
that,
maybe
they
don't
feel
they
can
bring
up
or
we.
C
A
Alright,
this
one
is
another
question
that
is
open
to
any
of
you,
so
whoever
wants
to
pop
in
first
Kevin
was
fast
on
the
draw
last
time
so
we'll
see
who
wins
this
time
is
the
workload
increased
for
remote
position,
so
research
states
that
remote
workers
work
faster,
they're,
more
productive,
forty
percent,
more
productive
than
they're
in
office
counterparts.
So
does
that
mean
that
they
just
get
their
work
done
in
a
shorter
amount
of
time
or
are
there
scopes
of
work?
Increased
I.
D
Think,
what's
interesting
about
that
research?
Is
it's
all
done
based
on
hybrid
remote
companies,
like
you,
said
it
they're
being
compared
against
in
office
counterparts,
so
for
a
hybrid
company,
it's
a
whole
different
beast,
because
you're
fundamentally
managing
an
on-site,
employee
experience
and
an
off-site
employee
experience
and
remoter
skills
in
a
hybrid
setting
is
very
real.
Most
people
in
a
remote
setting
will
feel
some
sort
of
guilt
of
I.
D
Don't
have
two
or
three
hours
of
commute,
so
does
that
mean
I
should
work
two
or
three
more
hours
in
a
day,
and
this
is
I
think
going
to
be
a
massive
reckoning
for
a
lot
of
companies
that
kind
of
quasi
go
back
to
the
office
and
then
we
can
all
remote
setting.
We
have
one
playing
field.
This
works
itself
out
a
lot
more
equally,
but
for
those
in
a
hybrid
setting
be
careful
for
that.
It's
really
easy
to
overwork.
When
you
consider
the
commute
time
a
part
of
work
time,
instead
of
your
time.
A
Fantastic
well,
thank
you
all
so
much
of
this.
That
answer
the
last
question
myself
that
it's
in
both
places
I'm
seeing
a
lot
of
questions
about
neuro
diversity,
and
they
want
to
make
sure
that
that
one
gets
a
voice,
because
remote
work
is
such
a
great
tool
for
enhancing
diversity
and
inclusion
of
all
different
scopes.
Right,
not
just
the
traditional
discriminatory
actors
like
age
and
race,
and
sexual
orientation
and
gender,
but
also
diversity
in
terms
of
urban-rural
divide
and
neurodiversity.
A
So
this
can
be
a
really
really
great
option.
If
you
are
somebody
that
has
a
disability
or
a
minority
of
some
kind,
remote
can
be
a
really
great
option
for
you
to
leverage
and
to
grow
in
your
career,
because
we
measure
results
instead
of
physical
supervision.
There
is
less
opportunity
and
room
for
discrimination,
and
we
also,
like
you
heard,
would
leverage
asynchronous
communication
a
lot
and
that
gives
people
the
ability
to
process
and
produce
work
at
the
speed
that
is
comfortable
for
them.