►
From YouTube: GitLab's Universal Remote webcast: How To Craft Human-First & Empathetic Communications
Description
Season 1 of "Universal Remote" wraps up with 3 communications professionals who take a few minutes to examine how to stay connected, engaged, and authentic while remote. Hailley Griffis, Head of Public Relations at Buffer, and Steph Donily, Head of Communications at Zapier join
Natasha Woods, Director of Corporate Communications at GitLab to discuss how to stay human even when separated by video screens.
Check out these resources:
GitLab's Remote Playbook: http://allremote.info/
Remote Work Report: https://about.gitlab.com/remote-work-report/
GitLab for remote teams: https://about.gitlab.com/solutions/remote-work/
A
And
offering
to
help
with
no
benefit
at
all
to
yourself
is
something
that
has
built
a
lot
of
great
relationships
for
me
and
then,
ultimately,
you
know
it
I
think
it's
better
than
always
being
the
one
that's
reaching
out
and
just
pitching
to
truly
build
that
relationship
to
offer
to
help.
Even
if
it's,
even
if
it's
of
no
benefit
to
you.
B
Hello
and
welcome
to
a
new
weekly
universal
remote
webcast
each
week
will
take
20
minutes
to
talk
about
realities
of
remote.
Work
will
tackle
the
role
challenges,
ask
the
hard
questions
and,
of
course,
we
won't
take
ourselves
too
seriously.
I'm
Natasha,
woods,
I'm,
the
director
of
corporate
communications
at
get
lab
and
joining
me
today
is
Steph
Donnelly,
head
of
communications
at
zapier
and
Hayley
Griffis
head
of
public
relations
at
buffer.
Thank
you
both
for
joining
me
today.
Thanks.
B
A
So,
like
you
mentioned
head
of
public
relations
at
buffer
buffer
is
a
social
media
management
platform.
So
we
help
small
businesses,
share
posts
to
social
media
and
analyze
the
data
and
engage
with
their
audience.
I
am
originally
from
Canada.
I
live
in
Virginia
now,
with
a
lot
of
pets,
dogs,
cats,
fish
shrimp
and
when
I'm
not
doing
PR
and
I'm
not
on
the
internet,
I
spend
a
lot
of
time
doing
Brazilian
Jujitsu
when
we're
allowed
to
be
close
to
other
humans.
That
is.
A
A
A
So
I've
been
fully
remote
with
buffer
for
four
and
a
half
years
now
and
before
that,
I
was
not
fully
remote,
but
I
was
always
that
person
at
a
company
that
was
trying
to
convince
them
to
go
fully
remote
and
so
I.
A
few
companies
implemented
a
remote
work
policy
where
it
was
like.
We
can
work
remotely
one
week
out
of
the
quarter
so
a
couple
times
a
year.
A
I
could
work
remotely
and
before
that,
when
I
finished,
school
I
turned
down
two
job
opportunities
in
the
place
where
I
went
to
university
because
they
wanted
me
to
stay
in
that
town
and
I
was
convinced
that
I
would
be
able
to
work
remotely.
So
I
have
been
really
keen
on
remote
work
for
a
long
time,
and
it's
primarily
just
the
flexibility
and
at
that
at
the
time
several
years
ago.
It
was
because
I
wanted
to
travel,
and
now
it's
because
I
want
the
freedom
to
create
my
own
schedule
into.
C
For
sure,
I
definitely
don't
miss
the
commute
myself.
So
I've
been
remote
for
two
years,
pretty
much
since
I
started
at
zapier.
I
love
it
now,
but
I
have
to
admit
when
I
first
started
remote
work.
I
was
a
little
apprehensive
and
that's
because
in
my
mind
the
remote
worker
image
was
usually
somebody
that
was
like
a
digital,
nomad
working
out
of
hospitals
around
the
world
and
I
was
just
thinking
like
that's
not
really
me
I'm.
You
know
my
husband
and
I
had
just
moved
to
Portland.
C
We
really
were
hoping
to
just
stay
in
one
place
and
I
wasn't
sure
at
the
time
that
I
could
be
a
remote
worker
and
grow
in
my
career.
At
the
same
time
and
I've
been
very
very
pleased
to
know
that
I
was
very
much
wrong.
It
definitely
helps
to
I
think
the
three
of
us
know
it
helps
to
be
at
a
company
where
there
are.
You
know,
paths
in
place
for
everyone
to
grow,
regardless
of
whether
you
want
to
be
a
manager
or
like
be
an
expert
in
your
craft.
C
B
I
definitely
feel
that
as
well,
so
I've
been
remote
for
about
four
and
a
half
years,
I
started
a
remote,
my
remote
journey
at
the
Linux
Foundation
and
then,
when
I
came
over
to
get
lab.
One
of
the
reasons
I
was
willing
to
move
was
because
it
was
remote
and
I
really
wanted
to
be
able
to
grow
in
my
career
in
focus
and
I
actually
decided
to
go
remote
when
I
went
back
from
maternity
leave.
C
B
Well,
I
mean
a
lot
of
people
got
to
experience
remote
work
in
2020,
you
know,
do
to
do
the
pandemic
and
other
things
that
have
happened
and
to
save
20/20
has
been.
A
rollercoaster
is
an
understatement.
There's
no
end
in
sight,
but
you
know
what
are
some
of
the
ways
that
you've
seen
external
calms.
You
know
have
to
pivot
and
2020
alone.
The
stuff.
Do
you
want
to
start
a
song
yeah.
C
So
I
know
that
you
know
with
the
three
of
us
coming
from
remote
companies.
One
of
the
ways
that
external
comms
is
pivoted
for
the
three
of
us
is
that
we
got
very
very
busy
when
people
were
trying
to
figure
out
how
to
work
remotely
so
that
we
could
kind
of
weigh
in
there
so
that
you
know
that
was
one
big
impact.
I
think
that
you
know
another
thing
in
terms
of
if
we
zoom
out
and
look
at
external
comms
as
a
whole,
there
it
was
a
very
real.
C
It
was
really
a
very
noisy
news
cycle
so
far
this
year,
it's
probably
about
to
get
a
little
noisier,
but
the
US
elections
coming
up
in
November
as
well,
and
so
you
know
I
think
that
if
you
have
a
PR
story
or
a
company's
story
that
isn't
relevant
to
you
know
the
news
that
you're
seeing
in
the
news
cycle,
it's
it's
really
forced
communicators
to
think
about.
You
know,
does
my
story:
does
my
company
fit
into
this
new
cycle?
C
Should
I
try
to
make
it
fit
into
this
new
cycle
or
should
I
sit
this
one
out
a
little
bit?
And
just
you
know,
work
with
my
executives
to
figure
out.
You
know,
when
is
a
good
time
for
us
to
start
talking
about
ourselves
again,
I
think
that
was
a
really
big
lesson.
We're
also
seeing
you
know
from
the
past
the
month
alone,
just
a
lot
of
opportunities
for
companies
to
change
internally
in
terms
of
externally
there's
a
lot
of
calls
for
change
in
terms
of
how
we
do
things
Google
and
Facebook.
C
Just
in
the
past,
you
know
Google,
especially
in
the
past
week,
getting
called
to
offer
more
remote
work
options
from
their
own
employees.
So
it's
forcing
a
lot
of
communicators
to
think
about
like
okay.
What
are
we?
What
are
we
gonna
say?
What
are
the
actions
that
we're
going
to
take
to
back
up
the
words
that
we're
putting
out
there
as
well
yeah.
A
I
love
that
I
think
we're
seeing
a
lot
of
the
same
things.
I
totally
agree
that
it
got
really
busy
as
soon
as
the
pandemic
started,
especially
if
you've
done
any
sort
of
thought
leadership
around
remote
work
with
your
CEO
before
suddenly
getting
all
sorts
of
requests
and
I
think
it
was
really
validating
that
if
you
were
working
in
remote
work
before
this,
that
you
really
did
establish
that
fault
leadership
that
so
many
journalists
were
reaching
out.
A
It
was
such
a
great
opportunity
to
to
build
those
relationships,
so
I
completely
agree
with
that,
and
the
noisy
news
cycle
definitely
I
think
something
else
that
that
I've
seen
is,
if
you
don't
already
have
a
focus
on
crisis
columns
or
some
sort
of
crisis
comms
plan.
That
is
not
great.
You
should
probably
get
that
going,
especially
in
2020
I
know
that
things
keep
happening
in
people
like
this
is
it.
This
is
the
end.
We
don't
need
to
worry
about
this
anymore
and
I.
Think,
like
you,
said,
Natasha,
it's
a
roller
coaster.
A
Is
that
focus
towards
owned
content
and
really
leveraging
your
social
media
presence
and
your
blog
to
make
statements
that
you
otherwise
maybe
would
have
pitched
or
you'll
reach
out
to
a
media
contact
because
they're
busy?
You
know
media
has
a
lot
going
on,
not
just
the
stories,
but
also
the
budgeting
cuts
and
like
the
financial
aspect
as
well,
is
really
difficult
to
deal
with
too.
A
So,
if
you
don't
have
something
that
you're
sure
that
they're
gonna
take
what
we've
been
doing
is
putting
it
on
our
own
blog
and
then
I
have
like
some
syndication
partners
will
then
take
it
or
I
have
something
to
point
them
to
if
we're
ranking
on
Google
you're
like
oh,
you
know
what
I
am
interested
in
this
they
might.
They
might
already
find
us
I
think
this
shift
to
owned
content
has
been
the
other
thing
that
I've
seen
in
2020
yeah.
B
We've
definitely
I
get
a
lot
of
shift
to
a
lot
more
own
content
as
well.
Something
that
happened
for
a
lot
of
us
is
no
in-person
events,
and
so
a
lot
of
my
my
q-1
q-2
comm
strategy
was
really
tied
to
these
big
events
that
we
were
going
to
as
well
as
like
field
marketing
and
leave
you
know,
generation
was
was
tied
to
these
events,
and
so
we've
really
had
to
shift,
and
how
do
you
still
engage
with
these
leads
that
might
be
a
longer
form
lead
and,
of
course,
like
comms.
B
Is
that
top
of
funnel,
where
we
just
kind
of
keep
that
awareness
going,
and
how
do
you
keep
that
awareness
going
in
a
way
that
is,
you
know,
empathetic
to
what's
going
on
and
you're,
not
bombarding
them,
but
at
the
same
time
you're
trying
to
be
more
helpful
with
them
and
so
I
think
that's
where
a
lot
of
our
own
contents
really
come
from
and
really
I
think
I've
been
pulled
to
a
lot
of
different
reviews
of
content
that
I
normally
wouldn't
have,
because
it
was
like.
Does
this
message
have
the
right
tone
you
know?
B
Are
we
speaking
to
that
audience
from
an
authentic
manner?
You
know:
will
this
resonate
here,
and
so
that's
that
definitely
has
really
kind
of
changed,
and
you
know
that
kind
of
brings
me
to
two.
Another
thought
is:
you
know:
we've
seen
a
lot
of
folks
posting
about
like
the
how
to's
and
the
tips
and
tricks
articles
and
interviews
about
going
to
remote,
and
but
how
can
we
determine
what
our
experts
and
one
or
what
are
kind
of
those
armchair
commentators,
and
you
know
how
do
you
really
find
that
trustworthy
voice
so
Hayley?
A
So
when
it
comes
to
really
finding
the
experts,
I
think
one
of
the
things
that
I
was
most
focused
on
when
I
started.
Seeing
more
information
is,
was
this
person
writing
or
speaking
about
remote
work
before
the
pandemic?
Or
is
this
just
something
that
they're
starting
to
say
after
the
pandemic,
so
really
looking
for
a
history
and
sort
of
more
of
that
thought
leadership
over
time,
rather
than
all
of
it?
A
Coming
from
one
to
two
weeks
of
experience,
because
I
think
that
there
are
a
lot
of
realizations
that
you
have
when
you're
at
home
or
working
from
home
for
the
first
time,
but
I
think
that
those
of
us
who
have
been
root
for
a
long
time
learn
those
all
really
quickly.
The
other
thing
I
was
looking
for
is
remote
policies,
because
I
think
a
lot
of
places
will
say
that
they
know
a
lot
about
remote
work
and
then
their
tactics
will
be.
We
track
everyone's
time
and
like
install
things
on
everyone's
computers.
A
So
we
know
exactly
what
they're
doing
and,
depending
on
what
your
beliefs
are
for
us
at
buffer.
That's
not
how
we
do
things,
and
so
those
are
the
experts
that
I
don't
really
look
to
for
their
information,
because
I
know
that
that
just
doesn't
align
with
our
values
and
how
we
run
our
companies
and
the
other
thing
that
we
look
for
is
all
room
companies.
A
So
if
they
were
remote
before
and
especially
all
remote
companies,
they
have
such
better
practices
of
communication
because
they
are
used
to
having
to
make
everything
some
level
of
asynchronous
or
they're
used
to
having
to
make
sure
that
everyone
is
included
rather
than
trying
to
work
with
just
remote
workers
over
here
and
then
a
couple
of
office.
People
over
so
I
think
it's
a
different
setup.
So
looking
for
all
remote
companies
is
another
another
one
that
we
look
to
yeah.
C
And
adding
to
Haley,
you
know,
speaking
of
all
remote
companies,
obviously
zapier
buffer,
get
lab
or
great
places
to
start
for
these
resources.
You
know,
there's
also
great
all
remote
communities
like
work
from
that
are
amazing
places
to
grab
content
and
this
sort
of
stuff.
You
know
when
I'm
thinking
of
like
who's,
an
armchair
expert
in
remote
work
versus
an
actual
expert
in
remote
work.
I
also
look
for
what
are
systems
that
I've
set
that
they've
set
up?
C
What
are
what
are
ongoing
practices
that
you've
built
to
help
you
be
successful
at
remote
work,
you
know,
go
a
level
deeper,
then
maybe
you
should
have
a
routine.
You
should
drink
water.
You
should
be
able
to
walk
away
from
your
computer.
I
think
those
are
some
really
basic
things.
You
probably
learn,
maybe
your
first
week
of
working
remote.
But
how
do
you
actually
become
successful
long
term?
You
really
have
to
build
processes
and
systems
and
find
ways
to
stay,
really
productive
and
just
find
ways
to
avoid
distraction.
You
know
as
a
whole
yeah.
B
B
C
Think
the
one
that
I've
seen,
which
like
clearly
had
to
have
been
written,
pre
kovat,
was
you
know,
get
your
family
and
friends
out
of
the
office
space,
make
sure
you
avoid
distractions
from
pets
which,
like
it's
really
funny
to
me,
because
working
at
an
all
remote
company,
my
co-workers,
kids,
their
pets
pop
into
our
video
calls
all
the
time,
like
one
of
my
co-workers,
his
chickens
that
she
regularly
shows
me
on
our
video
calls.
It's
actually
really
great
I.
Think
it's
a
piece
of
this
co-worker
that
you
wouldn't
know
about.
A
Love
that
we
see
a
lot
of
pets
and
babies,
and
it's
it's
absolutely
the
best
I've
seen
a
couple
of
different
things.
I've
had
some
people
tell
me
like
I'm,
so
productive
now
that
I
work
from
home
I
do
all
of
my
chores
all
day
and
it's
great
and
I'm
like.
Oh,
that's,
not
how
I
would
recommend
like
setting
up
your
day
now
that
your
remote,
so
that's
one
that
I've
seen
that
I've.
A
You
know
I've
talked
to
people
about,
like
that's,
probably
not
sustainable
long
term,
just
in
terms
of
focus,
one
of
the
other
ones
that
I've
seen
and
I'm
still
mystified
by
it.
So
if
either
of
you
have
context
on
this,
this
would
be
really
helpful
to
me.
I've
seen
so
many
people
who
run
zoom
meetings
and
like
who
are
new
to
running
zoom
meetings
that
the
the
way
that
they
start
them
is
video
off.
So
you're
pretty
much
not
seeing
your
colleagues
now
for
like
until
the
pandemic
is
over,
is
what's
happening.
A
B
I
could
understand
that
being
a
cultural
things,
so
we've
been
doing
a
lot
of
virtual
interviews
in
Korea
and
Japan
because
we
can't
do
in-person
and
from
a
cultural
standpoint.
We
would
normally
do
these
in
person
interviews
and
so
instead,
we're
having
10
14
20
turn
Alice
on
these
zoom
calls,
but
there
culturist,
camera
off
and
so
get
labs
still
camera
honest
we're
doing
the
interviews
and
we're
presenting
the
slides,
but
we're
pre-prepared
to
know
that
media
is
gonna,
keep
camera
off
and
so
I
think.
B
A
Yeah
and
I
think
that
that's
what
people
think
is
missing
from
remote
work
like
when
people
say
I
can
never
imagine
working
remotely.
They
think
that
we
don't
have
any
level
of
that.
They
think
that
we're
just
you
know
emailing
each
other
all
day
and
we
never
see
each
other
and
like
we're.
Not
truly,
you
know,
building
culture
or
building
relationships
with
each
other,
which
is
so
far
from
the
truth.
At
buffer
we
have
an
entire
person
she's
the
team,
Engagement
Manager,
so
she's
always
looking
at
different
ways
to
keep
the
team
engaged.
A
She
works
on
all
sorts
of
different
activities.
We
do
different
fun
things,
you
know,
I,
don't
know,
we've
done
a
whole
host.
I
love
the
idea
of
mocktails
we've
done.
We
did
holiday
caroling
one
year
via
slack,
so
some
would
kick
off
a
song,
and
then
you
could
only
write
the
next
three
words
of
the
song,
and
so
you
would
kind
of
like
that
was
a
little
bit
more
asynchronous.
A
But
we
have
so
much
fun,
but
I
think
that
that
idea
that
it's
so
hard
to
connect
remotely
is
what
puts
a
lot
of
people
off
of
it
and
I.
Think
that's
where
the
camera
thing,
while
there's
many
of
I,
don't
think
that
a
lot
of
people
are
having
the
best
remote
experience,
if
they're
going
into
it
just
doing
I'll
do
camera
off
for
all
of
our
meetings
or
we're
not
going
to
talk
to
each
other,
except
for
about
work.
A
Things
and
I
do
really
hope
that
after
all
of
this,
there
will
be
more
remote
friendliness
and
a
lot
of
companies
around
the
world
and
I
think
that
creating
that
positive
culture
and
like
truly
being
thoughtful
about
the
way
that
you
engage
with
each
other
is
one
way
to
make
sure
that
this
lasts
a
little
bit
longer.
I
think.
C
What
people
are
talking
about,
and
then
another
thing
that
my
team
and
I
have
done
as
well
is
like
you
know,
because
we're
not
able
to
like
grab
coffee
with
anybody
or
anything
like
that,
like
we
will
usually
reach
out
and
see
what
they're
working
on
see
how
we
can
help,
even
if
we're
not
connecting
them
to
somebody
at
zapier.
If
we
can
just
think
of
a
source,
they
could
talk
to,
we
usually
put
that
offer
out
there.
A
Yeah,
big
big
plus
one
to
all
of
that
I
feel
like
I've,
had
the
most
heartfelt
conversations
with
journalists,
since
all
of
this
has
started
we're
really.
How
are
you
doing
truly
asking
the
question?
Not
just
like
good?
How
are
you
okay?
Should
we
get
started
on
this
interview,
but
your
point
about
building
relationships
with
journalists
remotely?
That
has
been
something
that
I've
done
for
my
entire
career,
so
I
started
out
in
I,
started
out
in
Ottawa
Canada,
which
is
where
I
went
to
school,
and
that
was
where
I
started.
A
Doing
public
relations,
but
after
I
moved
to
San,
Francisco
I've
since
traveled
a
lot
and
so
I
primarily
work
with
us-based
media,
but
I
was
living
in
Canada
or
where
I
am
right
now,
I'm
in
a
smaller
town
in
Charlottesville,
Virginia,
there's
not
a
whole
lot
of
journalists
here
that
focus
on
tech
and
so
I
have
always
had
to
focus
on
remote
relationships
with
journalists
and
I.
Totally
agree
with
what
you
said
stuff
like
Twitter
is
the
way
to
go.
A
Just
hey
I
saw
that
you
were
doing
this
and
there's
this
other
person
that's
doing
something
similar
can
I
connect
you
and
offering
to
help
with
no
benefit
at
all.
To
yourself
is
something
that
has
built
a
lot
of
great
relationships
for
me
and
then,
ultimately,
you
know
it
I
think
it
is
better
than
always
being
the
one
that's
reaching
out
and
just
pitching
to
truly
build
that
relationship
to
offer
to
help.
Even
if
it's,
even
if
it's
of
no
benefit
to
you.
B
Yeah
I
definitely
agree.
I
know
one
thing
that
I
did
yesterday.
When
you
know
incomes
were
very
organized.
We
have
our
to-do
list
for
to-do
lists
and
everything
and
I
started
looking
at
all
the
journalists,
but
I
haven't
spoken
with
in
the
last
couple
months
and
I
just
made
a
list
of
everybody
that
I
wanted
to
reach
out
and
say
like
how
are
you
doing
how's
your
family?
Doing
you
know
how's
your
dog,
like
how's,
your
parents,
and
so
it's
my
goal
to
get
that
done
in
the
next
couple
weeks.
B
Just
friendly
I,
don't
even
have
any
agenda
I
just
want
to
see
how
they're
doing
and
let
them
know
that
I
care
and
I
think
the
thoughts.
That's
important
I
think
that
goes
a
long
way.
I
learned
a
while
back
when
I
was
also
doing
a
little
bit
of
analyst
relationship
building
is
it's
about
the
relationships?
It's
not
about
what
you
can
get
from
each
other,
it's
more
about
building
those
trusted
relationships
for
years
and
years
down
the
line.
B
B
And
speaking,
with
still
connection
with
people
remotely
a
lot
of
us
run
teams,
a
lot
of
us
have
agencies
things
like
that,
and
so
now
you
know
we
prep
spokespeople
for
media
interviews,
things
like
that
for
people
that
traditionally
are
used
to
doing
like
media
training
in
person
and
coaching
and
collaboration
in
person.
How
do
you
adjust
that
for
remote.
A
So
we
can
do
that
on
video
and
so
I'll
often
do
that
there
a
lot
of
my
prep
in
terms
of
creating
documents.
Asynchronously
is
still
the
same,
so
that
part
has
been
good
and
then
I
just
have
a
lot
of
guidelines
in
advance.
I've
really
leveraged
our
internal
wiki.
We
use
notion
for
that
to
really
write
down
guidelines
for
how
to
communicate
with
reporters
best
practices
that
they
can
keep
in
mind
and
then
I
will
create
documents
for
them
or
and
or
jump
on
calls,
usually
there's
always
a
document,
but
not
always
a
call.
A
It
depends
on
if
the
person
is
more
or
less
media
trained
to
sort
of
go
over
things,
something
that
I've
seen
work
really
well,
it
depends
what
kind
of
interview
they're
doing
but
is
having
whoever
else
is
in
the
room
with
them
or
in
their
home
with
them.
Take
a
video
of
them
answer
those
questions
and
then
watch
themselves
as
afterwards,
which
is
usually
very
uncomfortable
for
a
lot
of
people,
but
it
really
quickly
lets
them
know.
Okay,
what
am
I
doing?
What
are
my
speaking?
A
C
Definitely
agree
with
all
of
that.
I
think
that
I
think
that
so
many
things
when
you
are
remote,
don't
change
like
you
really
want
to
make
sure
that
your
spokesperson
as
Haley
said,
is
really
well.
Prepped
I've
become
a
much
bigger
stickler
on
prep
notes.
Prep
Docs
briefing
notes
all
those
things
since
going
remote,
because,
if
you're
working
with
a
spokesperson
who's
in
a
very
different
time
zone,
you
just
really
want
to
make
sure
that
going
into
it,
everything
is
very
clear.
C
Expectations
are
set
and
the
goal
that
they
know
the
goal
of
the
call
before
going
in
I.
Think
another
thing
as
well
is
setting
the
expectation
that
you
know
if
you're
going
to
join
this
interview,
for
example,
that
you
will
be
giving
them
some
feedback
at
the
end
of
it.
The
feedback
this
time
around
may
not
necessarily
be
a
call.
It
might
be
like
a
DM
through
slack
or
something
like
that,
but
I
think
just
having
a
continual
feedback
loop
and
maintaining
that
sort
of
transparency
and
feedback
is
really
important.
C
I'm,
especially
when
remote
one
final
thing
on
prepping
spokespeople,
while
in
a
remote
setting,
it's
actually
a
really
great
opportunity
to
develop
a
slightly
more
introverted,
spokesperson,
I
think
you
know
doing
something
like
a
zoom
call
feels
much
less
scary
than
pushing
them
in
front
of.
Like
a
you
know,
like
a
broadcast
interview
right
away,
it's
a
really
good,
first
step
for
people
that
you're
trying
to
develop,
because
it
probably
feels
a
lot
like
joining
a
meeting
right
now
or
just
like
an
all-hands
call.
C
B
Know,
+12
to
all
of
that
and
I
know.
All
of
us
have
had
a
huge
opportunity,
be
spokespeople
right
now,
because
we
all
come
from
remote
companies
and
we
all
have
a
lot
of
amazing
best
practices
to
share.
But
you
know
we
talked
about
this
a
little
earlier.
You
know
between
a
global
pandemic
and
economic
uncertainty,
and
you
know
a
huge
light
has
been
shined
on
racial
injustice.
Just
in
the
first
half
of
this
year.
You
know
as
a
brand.
B
We
really
want
to
be
thoughtful
about
the
conversations
that
we're
joining
and
we
want
to
be
able
to
provide.
You
know,
tips
that
are
like
human
first
and
empathetic,
and
so
as
you're
determining
which
interviews
to
engage
with
or
what
to
promote
or
messaging
for
your
spokespeople
and
what
they
should
say.
You
know
how
do
you
ensure
that
you're
being
thoughtful
to
the
conversation
and
you're,
adding
to
it
instead
of
being
opportunistic
I.
C
C
You
know
if
you,
if
you
ever
really
needed
a
reason
to
pause
and
learn
what
it
is.
That's
what
the
discourse
you're
seeing
in
the
news
is
now
is
the
time.
The
reason
that
you
know-
brands
like
Patagonia
and
Ben
and
Jerry's
have
such
great
activism
tied
to
their
brand
is
because
they
know
these
issues.
They
know
that
this
is
the
part
of
who
they
present
externally,
and
this
is
a
really
good
time
to
really
reflect
on
that.
C
You
know
within
your
own
brands
and
think
about
how
much
of
that
activism
stance
really
makes
sense
for
us
right
now
like
is
there
a
way
for
us
to
be
a
part
of
this
and
how
deep
do
we
go
but
I,
but
it
always
has
to
get
back
with.
You
know
a
deeper
understanding
of
what
it
is
you're
going
to
say
as
a
communicator.
It's
so
easy
to
just
really
come
up
with
something
that
sounds
pretty
and
sounds
like
the
right
words.
C
A
A
This
decision
is
white,
bring
in
people
on
your
team
who
are
more
involved
in
this
conversation
who
are
who
are
more
impacted
to
help
with
that
statement,
I
saw
a
lot
of
companies
putting
out
black
lives
matter
statements
without
talking
to
any
of
the
black
employees
at
their
company
and
I.
Think
that's
a
huge
problem
and
you
are
gonna,
get
called
out
for
it.
So
I
think
it
makes
more
sense
to
pause
and
instead
of
worrying
about
timeliness.
I
know
this
is
something
that
we
worry
about.
A
A
lot
in
comes
really
make
sure
that
you're
getting
the
messaging
right
that
you're
bringing
in
the
right
people
before
you
move
forward
and
I
couldn't
agree
more
with
the
action
part
that
you
said,
staff,
because
I
think
I
have
seen
a
lot
of
companies
just
say
that
they
are
going
to
take
a
stance.
And
then
you
do
get
called
out
if
you're,
not
taking
action
or
if
you
have
done
something
in
the
past.
So
it's
almost
worse
that
you've
put
out
a
statement
and
then
now
you're.
A
A
So
if
there's
something
internally,
that
you
can
be
doing
differently
in
the
company
to
change
things
so
that
when
you're
putting
out
a
statement
and
when
you're
saying
things
there
truly
is
action
happening
on
on
the
back
end
and
that
your
employees
feel
that
while
you're
saying
that,
so
they
know
that
you
that
you
really
mean
what
you're
saying
and
you're
not
just
putting
out
a
statement.
I
think
that
is
really
important
as
well.
Yeah.
B
I
definitely
agree,
I
know
when
the
pandemic
first
hit
more
in
China
and
Italy
in
that
area.
We
were
initially
asked
by
reporters
about
remote
work
and
we
didn't
feel
that
it
was
an
appropriate
time
for
us
to
get
to
join
in
the
conversation,
but
as
soon
as
it
became
more
of
a
global
issue
and
it
really
affected
the
tech
industry
and
more
and
more
companies
were
moving
to
remote.
B
We
felt
that
it
was
very
appropriate
for
us
to
add
to
the
conversation,
because
we
actually
had
concrete
advice
to
add,
and
that
really
goes
back
to
having
strong
company
values.
So
I
know
I
can't
lab
our
values,
our
credit,
you
know
collaboration
and
diversity
and
transparency,
and
you
know
iteration
and
results
and
if
it
doesn't
tie
back
to
one
of
those
values
and
helps
from
an
internal
or
an
external
standpoint
audience.
Why
are
we
doing
it?
B
I
want
to
thank
you
both
for
being
here.
This
has
been
a
wonderful
conversation
and
a
wonderful
and
to
our
to
our
first
series.
So
again,
this
is
our
weekly
universal
remote
webcast,
with
Steph
Donnelly,
head
of
communications
for
zapier
and
hailey
Griffiths
for
how
to
communicate
our
head
of
public
relations
for
buffer
I'm
Natasha
woods,
director
corporate
communications
at
get
lab,
and
we
we
hope
you
enjoyed
this.