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A
B
A
B
Actually
before
we
kick
it
off
I'm
just
curious.
If
you
would
be
open
to
something
that
helps
me
a
lot
before
we
get
into
it
just
to
do
it
very
informal
call
it
a
weather
check
in
it's
kind
of
like
just
to
see
where
you
and
I
and
everyone
in
the
call.
Maybe
is
that
kind
of
emotionally
and
kind
of
inspired
by
that.
From
your
backdrop
of
seeing
the
weather
in
Cape
Town,
how
do
you
feel
about
that's
it?
B
B
I'd
say
that
I
feel
very
similar
to
the
background
of
you're
off
your
cloudy,
but
also
lots
of
blue
skies.
So
there's
some
cloudiness
inside
of
me,
some
nervousness
I
had
a
couple
of
big
meetings
last
few
days,
but
also
kind
of
a
sky
and
that
kind
of
a
hopefulness
for
the
connection
of
this
call.
So
that's
a
little
bit
what's
going
on
me.
A
I'm
grateful
for
yesterday
we
went
sailing
yesterday
and
it's
always
beautiful
under
date,
I'm
also
a
bit
anxious
or
yeah
bit
anxious
I
had
some.
There
was
some
negative
news
which
was
just
relate,
and
it's
not
it's
not
anybody's.
Nobody
did
anything
wrong,
but
sometimes
things
happen
that
I
just
not
great,
and
it's
it's
urgent
and
an
important.
She
too
I
think
I
handled
it
well,
but
I
just
sent
off
an
email
to
the
board
within
half
an
hour
of
handling
it,
and
you
always
kind
of
wonder.
A
C
Actually,
when
you
were
describing
similar
place
today,
I
am
you
know,
feeling
generally
good
about
things
that
got
so
much
going
on
in
my
life
right
now,
work
personal
everything
and
it's
all
good
stuff,
but
definitely
overwhelming
to
kind
of
have
all
of
that
happening
at
once.
So
a
little
bit
of
cloudiness,
but
but
nothing
stormy.
D
E
Go
next,
I
feel
refreshed.
I.
Think
last
weekend
was
a
good
weekend
where
I
got
to
not
focus
on
too
much
of
work
and
kind
of
just
enjoy
the
moment,
and
so
that's
definitely
grateful
for
that,
and
now
that
it's
Monday
I'm
also
a
little
bit.
Anxious
cuz
now
have
quite
a
bit
of
work
to
catch
up
on
so
regardless
I
think
overall
I'm
pretty
optimistic
of
the
week
regardless.
D
I'll
go
to
round
it
up,
but
I'll
I'll,
compare
myself
to
San
Francisco
and
how
it's
foggy
at
first
and
then
it
clears
up,
and
so
that's
that's
how
I
feel
I
mean
I'm
very
excited,
though,
because
I've
started
the
shadow
program
this
week
joining
CID,
MIAC
and
part
of
this
so
very
excited.
But
a
lot
of
the
openness
makes
a
lot
of
opportunity.
That's
what
I'll
relate
it
to.
B
Thanks
so
much
everyone
I
know
this
is
a
deeper
breath
coming
for
me.
That's
always
like
a
sign
that
I'm
I'm
settling
in
a
little
more
and
yeah
I
would
love
to
kick
it
off.
I
put
a
few
questions
out
there
and
I
would
love
to
start
just
right
off
the
bat
sit.
Can
you
can
you
share
with
me?
Just
what
are
you
you,
you,
maybe
the
three
biggest
challenges
when
it
comes
to
remote
work
today,
maybe
not
a
story
that
you
tell
everyone
all
the
time,
but
just
kind
of
right.
A
Well,
very
much
today
and
I
think
one
a
half
hours
ago,
I
had
a
call
with
Emily
from
our
data
team,
and
we
were
talking
about
where
she
definitions
live.
So
we
have
a
lot
of
metrics
and
KPI
search.
I
can
get
like.
Where
should
those
definitions
live
and
there's
a
continual
natural
urge
to
have
things
tidy,
as
in
have
one
page
with
all
our
courses
have
one
page
with
all
our
metrics
have
one
page
with
all
our
variations.
A
The
time
and
time
again
we
discovered
that
that's
manageable
and
things
should
live
where
they
are
needed
not
now
based
on
the
format
they
are,
and
so
that's
that's
a
to
organize
it.
That
way
is
a
continual
struggle,
because
it's
it's
not
the
tidy
thing.
It's
the
thing
that
things
that
are
used
together
should
live
together,
irrespective
of
whether
they're,
a
video
or
a
definition
or
scribbling
or
drawing
or
whatever
they
are,
and
another
thing
is
that's
super
hard
is
like
handbook.
B
B
Great
so
I
what
I'm
hearing
there
is
like
kind
of
the
this.
This
challenge
between
is
it
like,
if
the
fluidity
of
like
just
letting
things,
roll
and
letting
them
kind
of
happen
as
they
might
versus
that
the
kind
of
the
fixity,
but
that
sometimes
necessary
to
scale
is
that
is
that,
like
a
general
challenge,
I
think.
A
That
a
lot
of
things
are
unnatural,
about
remote
work,
I,
think,
working,
asynchronously,
asynchronous
and
I.
Think
writing
things
down
and
building
kind
of
this
knowledge
base
of
the
entire
company
is
a
very
natural
thing:
it's
not
the
natural
state
of
things.
If
it
was
intuitive,
every
country
would
have
every
country
every
company
would
have
it
so
I
think
every
single
company
I've
ever
been
at
there
was
an
attempt
at
a
knowledge
base
and
every
single
organization
I
joined.
Also
that
was
out
of
date.
It
wasn't
used
in
practice.
It
was
some
outdated
stuff.
A
It
was
a
paper
truth
not
or
people
used
in
their
real
day-to-day,
so
I
think
it's
absolutely
necessary
in
for
remote
work.
Basically,
every
company
needs
it,
but
if
you're
all
together
in
the
office,
the
cost
of
missing
a
piece
of
information
is
smaller,
because
at
least
you're
entertained.
At
the
same
times,
only
you
can
just
ask
someone
as
you
get
spread
across
time
zones
I
think
it's
much
more
important,
that
you
don't
need
that
back
and
forth,
and
and
then
it
becomes
essential
that
everything
is
in
there.
That's
that
only
happens
if
it's
there.
A
A
B
Yeah
I,
wanna
I
think
that's
a
great
opening
for
me
to
go
into
like
what
is
that
kind
of
artificial
Ness
that
you
have
to
bring
in
right,
on
the
one
hand,
for
the
organizational
level
for
you
know:
where
does
the
data
live?
Where
is
the
handbook
live
and
I'm
also
kind
of
curious,
where
you've
kind
of
started
to
talk
about
more
like
from
a
connection
level
right?
How
do
people
stay
connected?
I,
remember.
B
That
was
one
of
my
biggest
challenges,
a
buffer
which
is
like
I
felt
really
often
just
lonely,
and
you
know
even
the
breakout
calls.
Sometimes
you
know
I
wasn't
in
the
mood
to
talk
about
my
feelings
right
then,
when
they
were
scheduled
or
like,
and
there
wasn't
kind
of
the
serendipity
that
was
flowing
in
that
way.
Can
you
speak
to
how
that's
been
coming
up
for,
even
for
you
personally,
yeah
give
a
lot
more
yeah.
A
It
took
you
gotta,
take
the
where,
if
you
are
co-located,
you
waste
a
lot
of
time
on
the
commute,
but
the
nice
thing
is
that
the
social
bonding
is
kind
of
more
naturally
occurring
I'd
get
lamp.
We
save
time
on
a
commute
loop,
but
we
don't
have.
We
have
to
spend,
spend
time
or
like
designates
time
for
for
these
social
things.
Otherwise
they
they
don't
happen,
and
we
do
that
in
many
ways
are
from
the
breakout
calls.
We
also
have
people.
A
A
We
also
encourage
people
to
visit
each
other.
We
have
a
travel
stipend.
If
you
visit
other
people,
we
do
like
regional
meetups
or
you
can
meet
other
people
from
get
lab
and
anytime
we
do
come
together.
We,
for
example,
of
our
trade,
fair.
We
scheduled
in
some
time
to
just
with
the
group
not
with
customers,
are
at
the
end
of
the
work
we're
out
there
to
do,
and,
for
example,
my
own
was
talking
about
his
relaxed
weekend.
I
was
talking
about
mine,
but
it
was
the
same
like
we
were
saying
on
set
a
Sunday.
A
D
B
C
So
for
me
it's
been
such
a
breath
of
fresh
air
I
started
about
three
months
ago,
so
I'm
still
relatively
new,
as
far
as
you
know,
being
completely
remote,
but
you
know
I
think
a
lot
of
the
ways
that
we
intentionally
try
to
develop.
Some
of
these
social
interactions
then
kind
of
lend
themselves
to
more
informal
interactions,
which
is
nice.
You
know
I.
C
C
You
know,
probably
just
trying
to
continue
to
you
know,
stay
connected
to
what
everyone's
doing
and
really
commit.
You
know,
I
think
it's
a
two-way
street
so
get
lab
as
a
company.
It
really
makes
opportunities
for
all
of
us
to
connect
and-
and
but
it
has
to
be
kind
of.
The
responsibility
is
also
on
us
to
participate
in
that.
C
A
day,
so
it's
definitely
an
intentional.
You
know
decision
that
you
have
to
make
every
day.
So
that's
probably
my
biggest
ongoing
challenge,
but
you
know
even
get
a
lot
being
able
to
pay
for
you
to
join
a
co-working
space.
It's
really
helpful
and
encourages
me
to
kind
of
go
connect
with
other
people
that
may
not
even
work
for
gitlab.
B
I
want
to
go
back
on
to
the
kind
of
just
the
artificial
elements.
One
of
the
things
we
found
a
buffer
I
remember
is
because
it
has
like
a
sort
of
an
artificial
nature
and
it's
not
like
serendipitous.
You
know
some
people
and
I
include
myself
as
one
of
those
people
after
a
while.
It's
like
you
know
actually
I
just
want
to
get
my
stuff
done
right.
B
I
just
want
to
do
my
things,
and
you
know
these
calls
they're
nice,
you
know,
but
you
know
what
does
that
really
bring
me
in
terms
of
and
I'm
amazed
that
hearing
you
speak
about
I
know
I
feel
better.
You
know
that
awareness
you
have
like
oh
I,
feel
better
in
my
body.
If
I
have
these
calls
and
I'm
just
curious,
maybe
throwing
it
back
to
you
Syd
like
have
you
have
you
noticed
any
pull
towards
kind
of
that,
the
productivity
that
pulls
people
out
of
creating
a
social
context?
B
A
I
think
it's
hard
I
think
we've
seen
attendance
drop
for
the
breakout
calls,
so
they
right
now.
It
seems
that
they're
that
they're,
failing
and
as
a
percent
the
company's
growing.
So
the
numbers
kind
of
shift
are
going
up,
but
as
a
percentage
of
the
company,
fewer
people
are
participating
in
good
conversations
as
well.
A
There's
something
to
what
you
said
like
as
it's
artificial:
it's
maybe
not
on
the
right
time
or
it's
maybe
not
with
the
people.
You
select
it.
So
we
even
rotate
every
two
months
we
rotate
you
half.
The
group
gets
put
together
from
another
group,
so
you
see
new
people
that
imagine
that
a
company
you'd
hang
out
for
the
same
people
for
a
year
over
a
year
over
a
year,
there
wouldn't
be
a
lot
of
rotation.
So
maybe
that's
that's
part
of
it.
B
E
Don't
mind
speaking
I
mean
more
than
happy
to.
If
there's
a
any
particular
question
I
can
I
can
help
answer.
It
provide
context
to
you,
but
I,
zoom,
Sid,
Seebeck
and
Betsy
feedback
would
be
enough
because
I
don't
want
to
have
too
many
cooks
in
the
room
provided
providing
information
so
happy
to
answer.
If
there's
any
particular
question,
yeah.
B
I
think
part
of
me
wants
to
stay
on
that
for
a
little
longer,
because
we've
never
fully
figured
that
out
and
and
and
kind
of
just
a
loneliness
that
develops
on
some
level
and
even
what
you
said.
Betsy,
like
the
co-working
thing,
I
never
found
that
to
be
like
a
real
answer.
Either
I
found
that,
like
there's,
someone
I,
think
someone
from
producthunt
suggested
that
what
they
think
it's
a
good
idea
is
to
make
small
offices
with
random
people
in
in
wherever
you
live,
so
that
you
actually
have
this
cohesion.
B
B
Often
you
know
just
the
humans
nervous
system
doesn't
really
get
the
level
of
engagement
on
that
on
that
level
and
I
I
don't
have
the
answer
either,
like
a
part
of
me,
is
walking
into
this
without
having
a
conclusion
of
like
how.
How
does
this
solve
but
yeah
I
wonder
if
there's
anything
that
comes
up
anything
else
that
comes
up
for
you
just
hearing
me
explain
that
Sid.
A
Many
times
the
initial
trigger
to
participate
in
social
events
is
because
will
be
missed
if
we're
not
there
and
I
think
as
soon
as
you
lose
that
like
hey,
where
were
you
I
think
it
gets
harder,
cuz,
there's
so
much
things
to
do
every
you
could
also
spend
the
time
that
you're
otherwise
in
the
bakery
called
watching,
Netflix
or
doing
other
things.
Okay,
getting
some
work
done.
A
You
have
more
time
in
the
evening
to
watch
Netflix
so
or
I've
been
I've,
been
watching
a
lot
of
Facebook
video
about
Angie
nearing
things
lately,
so
we're
competing
with
that
and
I
think
it's
one
Betsy
said
resonated
like
it's
a
thing
that
makes
you
feel
good,
but
it's
the
reward
is
a
bit
less
pronounced
and
then
the
sugar
high
you
get
from
some
other
things.
So.
D
A
It's
kind
of
hard
to
say
it's
for
your
own
good
right,
but
I
I've
we
had
a
week
where
we
said
okay
this
week,
everyone
please
participate
in
the
breakout,
calls
and,
and
that
got
attendance
up
and
that
that
effect
that
that
lasted
for
a
while
or
people
fell.
Okay,
okay,
I
really
like
this,
and
and
they
got
on
with
it.
So
maybe,
for
example,
we
can
make
as
soon
as
we
switch
groups,
we
make
the
first
week
mandatory
so
that
at
least
every
group
has
a
start,
and
then
you
see
which
groups
last
and.
B
That
brings
up
one
idea
for
me
for
me,
that
worked
for
us
a
little
bit
more,
which
is
kind
of
like
topical
social,
virtual,
get-togethers,
I'm
sure
you've
you've
tried
your
fair
share
of
that.
You
know,
like
I
remember.
We
had
like,
like
a
talk,
show
where
someone
would
like
kind
of
like
Jimmy,
Fallon
style,
and
you
know
those
zoom
calls
were
packed
right
or
even
kind
of
like
meditation
circles
or,
like
you
know,
things
that
had
like
some
investment
there's.
B
You
know
an
idea,
I
heard
someone
say
it's
like
what,
if
you
had
a
weekly
kind
of
improv,
you
know
group
on
zoom',
where
we
played
like
some
improv
games,
where
you
have
a
kind
of
a
social
like
a
social
reward.
That's
more
that's
kind
of
more
pronounced
and
a
kind
of
an
open-ended
you
know
make
your
own
kind
of
thing
is
that
is
that
something
that's
work
for
you
or
how
does
that
resonate
with
you?
Even
here,
yeah.
A
So
we
that's
an
interesting
one.
We
had
people
do
the
improv
thing
like
give
me
a
couple
words
I'll
make
some
I'll
make
music
with
it.
We
have
someone
who's
really
into
ice
hockey
and
they
kind
of
announced
at
on
the
group
call.
So
we've
had
a
few
things
in
that
direction
and
that
by
a
good
one
to
kind
of
take
and
make
into
kind
of
a
weekly
staple,
or
something
like
that.
D
C
Was
not
necessarily
an
agenda,
but
we
sort
of
guided
everyone
by
a
few
questions
like
you
know,
show
us
pictures
and
tell
us
about
some
of
the
most
important
people
in
your
life
and
things
like
that.
You
know
people
value
and
would
want
the
people
who
work
closely
with
them
to
kind
of
understand
about
them,
and
so
we
had
really
great
participation
from
our
team
recently
with
that
type
of
conversation,
and
it
really
helped
everyone
kind
of
get
to
know
what's
going
on
in
each
other's
lives
outside
of
work.
C
B
What
I'm
picking
up
there,
which
we
just
think
it's
so
crucial,
I,
almost
feel
like
I,
want
to
go
deeper
into
that,
is
that
the
there
is
a
kind
of
like,
am
and
more
a
clearer
social
contract
with
the
people
in
the
group
right.
It's
like
your
immediate
team,
so
there's
immediately
more
investment
and
more
you
know
just
from
a
tribal
perspective.
You
know
evolutionarily.
It
makes
a
lot
more
sense
for
me
to
really
feel
socially
safe
and
connected
and
close
with
people
that
I'm
dependent
on
survival
right
now.
B
I
know,
that's
that's
a
little
far
from
you
know
what
it's
really
happening,
but
but
that
is
interesting
for
me
to
explore
that
a
little
bit
like
you
know,
how
do
we
create
more
team,
cohesion
and
and
and
connection
based
off
of
a
group
of
people
that
already
wants
that
you
naturally
on
some
level
and
other
versus
random
people
that
rotate
or
something
like
that?
I?
That's!
That's!
B
B
A
B
I
wanna
kind
of
just
this
is
something
that
I
really
love
to
hear
it
kind
of
like.
Maybe
for
both
of
you,
like
you,
know,
Sid,
if
you
could
like
kind
of
look
back
on
this
call
I
kind
of
in
twelve
months
from
now-
and
we
did
this
again,
we
did
this
very
call
again
and
you
would
you
know
you
would
actually
open
this
call
with
saying
leo
like
holy.
B
You
know,
things
have
changed
completely
in
in
some
aspects
that
get
Blob
where
life
is
so
much
better.
Things
were
great
before,
but
now
there
have
just
become.
You
know
you
know
I
couldn't
imagine
this
was
possible,
like
I'm,
just
curious.
What
would
be
some
of
the
things
that
you
would
tell
me
intuitively
about
what
happened
that
made
life
it
give
up
so
much
better
yeah.
A
I
think
maybe
I'm
pigeonholing
a
bit
too
much,
but
if,
if
we
can
rescue
the
breakout
calls
if
it's
there's
up
to
80%
and
we
did
it
by
making
them
one
a
week-
is
about
hobbies.
Another
one
is
with
your
immediate
team.
One
of
them
has
is
kind
of
more
talent
style,
so
talk
show
improv
singing
so
something
showing
off
your
hobby
projects
and,
and
that
got
us
our
attendance
up.
I
think
that
would
be
a
great
great
outcome
and
why?
Why
would
that
matter
to
you,
because
I
think
everyone
recognizes
these?
A
A
This
infringement
I'm
missing
up
messing
up
the
work,
but
people
will
not
feel
as
connected
to
the
company
and
that's
it's
kind
of
a
natural
state
of
things.
As
companies
grow
that
people
feel
less
connected
to
it,
but
I
think
we
should
try
very
hard
with
everything
that
we've
got
to
to
keep
it
all.
So
we
have
a
group
conversation
every
day
where
one
department
kind
of
presents
and
others
ask
questions
so
I
think
I've
seen
participation
there
drop
over
as
a
percentage,
but
also
people
asking
questions.
A
So
we
can
have
more
incentives,
they're,
like
good
questions,
get
rewarded
or
you
they
have
a
quiz
and
you
can
participate
in
the
quiz
that
you
can
win
to
win
prizes
or
things
like
that
to
kind
of
make
it
more
fun.
I
think
our
user
research
team
is
pretty
good.
Sara
always
does
a
quiz
and
prizes,
and-
and
people
like
that,
so
that's
another
call
that
would
Chen
would
I
would
love
to
rescue.
A
I
participate
in
one.
How
do
you
feel
it's
easy
to
skip
them?
So
I
I
go
to
at
least
half
about
half
of
them,
because
I'm
CEO
I
should
lead
by
example,
but
I.
Think
if
I
wasn't
the
CEO
I
skipped
it
because
it's
in
half
an
hour,
but
you
slightly
feel
worse.
I'm
less
connected,
like
I,
never
regret
participating
in
one
afterwards.
But
when
you
see
there
your
agenda
earlier,
I
could
also
do
this
or
not.
B
A
If
it
was
with
the
executive
team,
I
I'd
go
more
frequently
and-
and
this
is
a
conscious
choice
like
there's
a
reason
why
we
don't
do
it
with
your
immediate
team
members,
it
would
up
attendance,
but
it
would
also
mean
that
and
we
as
a
company
were
organized
functionally.
So
all
the
information
silos
are
going
to
be
between
functions.
So
if
you
make
this
call,
you
form
all
the
social
bonds
within
functions.
The
the
lack
of
empathy
for
other
functions
will
only
increase
so.
A
A
Suppose
suppose
it's
and
and
you
you
get
a
comment
in
an
issue.
You
don't
really
like
the
comment
like
it's.
It's
a
bit
terse.
It's
a
bit
not
so
nice.
It's
a
bit
pointing
out
a
problem
that
really
isn't
a
problem.
I!
Think
if
you
know
someone,
if
you
know
that
person
you're
gonna
have
you're
gonna
interpret
it
much
better,
but
even
if
you
just
know
someone
in
that
department,
you're
gonna
have
more
understanding,
so
I
think
it's
very
important
for
a
company
to
kind
of
have
these.
C
So
I've
had
so
many
connections
made
in
breakout
calls.
Even
you
know,
there
was
one
that
I
joined
a
couple
weeks
ago,
where
it
was
just
me
and
one
other
person
who
joined
and
at
first
you
kind
of
had
this,
like
you
know,
I'm
the
only
one
here
with
one
other
person
do
you
know,
do
I
really
feel
like
doing
this
right
now,
but
every
time
that's
happened,
I've
either.
You
know
heard
their
story
like
one
person
that
was
on
my
break
out
called
travels,
pretty
much
full
time
and
works.
C
D
E
B
Right,
yeah,
that's
another
kind
of
boundary
they're
like
well.
If
that's
your
team
right,
who
is
your
tribe
right,
just
two
people,
it's
not
enough
right,
yeah
and
to
me
this
is
a
curious
big
fiction,
always
like
bringing
it
to
like
kind
of
a
higher
a
higher
level
which,
with
what
I'm
hearing
from
from
you
said,
it's
something
I,
definitely
agree
with.
That's
like.
If
we
get
too
entrapped
in
our
micro
tribe,
it
becomes
like
an
us-versus-them
right.
B
That's
what
I'm
hearing
you
say
and
there
that's
kind
of
like
the
silos,
and
there
isn't
right
kind
of
like
that.
The
collaboration
there
anymore,
and
also
from
my
experience,
though,
and
and
and
and
is
that
if
and
that's
where
I
would
disagree,
that's
where
I'm
a
little
more
with
like
that's
his
idea
of
like
the
the
main
team,
cohesion,
socially
and
productively
right
I
think
starts
with
the
immediate
team
and
that's
like
your
micro
tribe,
and
if
there
is
like
true
psychological
safety.
B
My
understanding
of
both
kind
of
the
research
is
that
that
trust
and
empathy
for
even
teams
outside
of
the
closest
tribe,
wouldn't
that
go
up
because
the
team
is
so
in
tune
with
each
other
socially
that
they're,
naturally
open
and
wanting
to
connect
how
sales
doing
but
I
think
the
priority
I
would
shift
to
like.
If
you
start
with
the
cross-pollination-
and
you
don't
even
have
that
really
strong
cohesion
socially
and
productively,
I
think
it's
hard
to
cross
that
gap
and.
A
That's
not
what
I've
observed:
we've
we've
had
multiple
teams
in
get
lab
where
there
was
a
siege
mentality,
but
if
we're
the
team
felt
under
seats
by
the
rest
of
the
company,
it's
a
pass
going
startup,
so
there's
enormous
amounts
of
requests
on
teams
like
there's
always
way
more
work
and
think
you
can
that
you
can
handle
it's
all
about
the
tone
the
leadership
sets
and
if
you
have
teams
that
are
very
strong
internally
but
weak
leadership.
You
get
this
like
a
dumb,
but
let
their
their
unrealistic
they're
asking
something
and
realistic.
A
Let
them
do
it,
but
we
know
better
and
that
manifests
itself
in,
like
secret
messaging
channels,
lots
of
DMing
and
official
planning
and
a
real
planning.
Officially
we're
going
to
do
this,
but
in
reality
we're
gonna
do
something
else,
and
people
saying
hey:
I,
really
love
my
team,
but
I,
don't
like
the
company,
and
so
this
is
not
I
like
I
wanted
to
say
this
happens
at
like
Dunbar's
number
150
people,
but
we
had
it
even
before
that
and
it's
it's
always
leadership
who
sets
the
tone
and
I
have
added
to
our
leadership.
A
Principles
like
complain
up
and
explain
down
so
weak
leaders.
They
would
have
reverse
so
they
complain
down.
They
complain
about
the
rest
of
the
organization
and
they
explain
up
why
making
excuses
for
why
the
department
can
do
what
they
or
that
you
do
should
be
the
reverse
up
to
your
manager.
You
should
be
complaining.
A
You
should
be
like
I
need
this,
and
this
and
this
to
happen
for
our
team
to
be
effective,
you
should
be
fighting
for
your
team,
but
some
weak
leaders
mistake
that
with
saying
to
their
team
we
are,
you
have
all
kinds
of
unreasonable
demands
being
made,
but
let
just
let
ignore
it
we're
doing
great
we're
fine
and
all
these
all
these
weird
requests.
It
doesn't
make
sense.
Now
you
should
be
explaining
the
company
policy,
even
even
if
you
disagree
with
it
heads
it's
disagree,
commit
and
disagree.
You
have
to
commit
and
explain
that.
A
B
A
B
Cool
I
find
it
fascinating
and
and
and
I'm,
really
really
curious,
like
I
love
that
that
kind
of
the
place
of
like
how
does
how
do
how
do
ya?
How
do
how
does
the
whole
company
connect
and
how
do
individual
teams
kind
of
feel
more
coherent
I
would
love
to
I'd
love
to
hear
how
that
went.
You
know
if
you
can
rescue
the
calls
or
what
you
need
to
do
to
make
it
work.
I.
A
A
C
Really
at
how
someone's
handled
an
experience
in
the
past,
so
it's
not
just.
Would
you
enjoy
working
remotely?
Yes
or
no?
It's
asking
you
know
how
you've
actually
handled
a
situation
where
you
were
either
working
on
your
own
on
something
or
worked
remotely
in
the
past,
so
I
think
getting
down
in
an
interview
into
those
examples
that
predicts
kind
of
future.
Behavior
will
help
with
that,
and
you
know
I
think.
C
As
far
as
there
being
like
one
type
of
person,
I
feel
like
we
have
such
a
mix
of
personalities
from
team
to
team
and
certainly
across
the
country,
I
company,
you
know,
I,
think
it's
easy
to
like.
There
are
assumptions
that
people
make
like.
Oh
remote.
Work
is
good
for
someone
who's
an
introvert
but
like
I
personally
categorize
myself
as
an
extrovert
and
I
really
enjoy
working
remote,
so
I
think
it
just.
It
depends
more
on
your
work
style.
B
C
A
good
question:
I'm,
not
I'm,
not
a
hundred
percent
sure
I-
think
in
my
experience,
just
within
three
months,
so
it's
not
long
I've
seen
a
mix
I
think
it's
certainly
easy
to
say
that
someone
who's
worked
currently
in
the
past
would
would
be
kind
of
an
easy
transition.
You
know
more
so
than
someone
who
has
to
get
used
to
that
new
environment,
but
you
know
I,
don't
think
that
would
necessarily
rule
someone
out
if
they're,
if
they're
interested
in
trying.
D
B
Yeah,
that
makes
a
lot
of
sense
that
to
me
it's
also
brings
me
back
to
this
equation
when
I
hear
you're
gonna
hear
you
both
say,
like
talk
about
a
self-starter
talk
about
somebody
who
kind
of
knows
how
to
manage
themselves,
first
and
foremost
right
like
for
me,
that
becomes
not
just
a
productivity
question,
but
also
like
mainly
an
emotional
question
right.
How
do
you
emote?
How
do
you
manage
your
own
emotional
state
on
a
day
to
day
basis
and
something
I've
I'm
very
interested
in
like
when
it
comes
to
remote
work?
B
It's
like
how
do
you
faster,
more
emotional
resilience
for
the
people
once
they
join
once
the
company
grows
right
things
get
more
crazy,
which
is
more
like
office,
softer
encouragement,
I'm
curious.
Have
you
have
you
thought
about
that?
How
did
how
to
support
people
on
that
more
kind
of
psychological,
emotional
level
to
be
more.
A
Yeah
I,
don't
think
I
have
a
great
answer.
It's
also
people
to
handle
that
differently.
Like
we
want
kind
of
no
diversity,
we
want
people
that
we
want
introverts
and
extroverts.
We
everyone
handles
things
differently.
I
think
a
few
guidelines
we
give
is
like
criticism.
If
you
don't
let
out
like
make
it
about
the
work,
if
you,
if
you
receive
it,
makes
make
sure
you
realize
it's
about
your
work,
not
necessarily
about
you,
and
we
do
a
lot
of
things
to
make
sure
that.
A
Things
people
feel,
for
example,
heard
I
had
this
call
today
with
Emily,
which
you
discussed
briefly
before,
but
about
where
to
put
our
metrics
and
we
recently
added
to
the
handbook.
Like
you
start,
if
you
have
a
back-and-forth
about
something
make
sure
you
start
by
wording
the
step
that
the
other
person
is
advocating
for
it
as
well
as
you
possibly
can,
and
I
try
to
try
to
start
with
that
and
I
think
it
really
helped
so
I'm
gonna
try
to
lift
that
lift
that
guideline.
A
So
we
have
some
guidelines
in
especially
in
our
leadership
on
our
leadership
page
that
try
to
help
with
these
things,
but
I,
don't
I,
don't
think
we
want
to
go
much
deeper
than
that.
It
is
a
work
context.
We're
not
we're
not
we're
not
a
retreat
that
we're
not
we're,
not
we're,
not
we.
We
don't
want
to
go
there
where
we
take
on
that
that
responsibility
or
tell
you
how
to
deal
with
that.
A
D
C
Over
the
years,
I
think
being
a
new
team,
member
I've
noticed
that
you
know
I
feel
like
people
are
certainly
like,
as
their
onboarding.
You
they're
very
clear
about
the
ways
that
we
kind
of
try
to
balance,
work
in
life
and
maintain
that
healthy
balance-
and
you
know,
while
certainly
not
everyone
in
the
company,
does
that
that's
the
case
with
every
company
it's
it's.
At
least,
you
know
it's
intentionally
like
brought
to
life
I,
guess
in
your
onboarding
that
that
you
want
to
be
focusing
on.
D
B
Yeah,
that's
that
that
makes
all
the
sense
I'm
gonna
pondering
that
to
like
how
much
support
can
you
offer?
How
much
support
can
you
give
been
thinking
about
this
idea?
What
it
startups,
or
especially
mode
startup,
should
have
a
resident
stress
therapist,
which
I'm
guessing
sit,
is
very
much
against
what
you're
saying
you're
saying:
uh-uh-uh!
That's
that's
way
too
far.
We
don't
want
to
go
there
is
that,
would
that
be
true
for
you,
yeah.
A
I'm
not
necessarily
opposed
to
the
idea,
but
you
want
to
see
where
it
crosses
a
line
into
like
mental
health.
For
some
of
our
team
members,
we
pay
for
health
care
and
want
to
make
sure
that
the
health
care
is
accessible
to
them
and
they
can
get
that
when
they
need
mental
health
is,
is
an
important
part
of
we
want
to
provide
as
an
employer.
A
But
it's
it's
a
very
tricky
tricky
thing,
not
least
of
like
the
responsibilities
you
take
on.
Like
suppose
you
do
that
you
offer
that
as
a
service
and
it
didn't
work
out
and
someone
and
there's
a
problem
with
the
service
you
provided
as
a
company
now
you're
responsible
for
that
and
and
that
could
be,
that
could
end
up
being
being
a
huge
responsibility
to
the
company.
So
I
think
you
want
to
ready
draw
the
line.
Do
you
we're
not
equipped
as
a
company
to
be
providing
mental
health
services?
So
I?
D
B
Yeah
now
that
makes
sense,
and
and
for
me
like
when
I
think
of
mental
health
like
more-
and
this
is
bear
with
me
on
this
little
bit
said
like
this-
is
I've
lived
in
a
monastery
for
two
years,
I
just
mainly
spent
time
just
meditating
being
being
with
my
inner
world,
trying
to
figure
out.
You
know,
what's
a
match
here,
also
for
for
coming
back.
You
know
now
engaging
more
with
businesses
right
and
on
some
level,
I
think
every
question,
every
interaction
and
and
I
get.
B
There
is
a
legal
guideline
here
about
mental
health,
but
everything
has
to
do
with
our
emotional
state.
Every
human
human
interaction
on
some
level
is
about.
You
know
we
talked
about
empathy.
We
talked
about
how
do
I
give
feedback
in
a
way
that
that
that
can
all
affect
us.
What,
if
I'm
under
siege
right
from
a
whole
different
department?
B
What
kind
of
mental
pressure
does
that
bring
me
you're
under
right,
and
so
a
part
of
me
is
curious
to
open
it
up
a
little
bit
like
for
sure,
there's
lots
of
risks
and
yet
to
get
to
the
court
of
our
humanity
in
some
ways.
There's
there's
some
risk
I
think
that
needs
to
be
taken
for
for
a
great
reward
of
like
a
team
that
operates
on
a
level
of
but
yeah.
Maybe,
let's
see,
maybe
throwing
that
to
you
and
maybe
said
to
you
I
wonder
if
you
have
a
comeback
on
this
one
yeah.
A
I
think
it
and
normally
in
it,
didn't
like
no
medical
sense.
You
just
call
it
coach
and
you're
in
that
business
and
it's
it's
okay
for
the
offered
company
to
offer
coaching
and
we
regularly
provide
that
to
employees
and
at
a
certain
senior
seniority.
It's
it's
almost
it's
it's
it's
much
more
common,
so
I
do
believe
in
that
I
think
that's.
C
C
It's
really
nice
to
like.
Even
if
you
don't
even
know
what
that
is,
it
feels
good
and
kind
of
like
builds
like
a
sense
of
like
this
is
a
helpful,
supportive
community
and
and
makes
you
more
likely
to
reach
out
for
help
or
to
thank
someone
else
and
kind
of
like
continue
that
feedback
loop.
So
you
know
that's
something
that
came
to
mind
when
we
were
I
was
listening
to
I'll
talk
about
it.
C
B
B
Seven,
oh
I
see
I,
see
I,
wonder
how
would
you
all
feel
if
we
just
go
around
like
everyone's
sharing
just
one
thing,
they're
grateful
for
they're
kind
of
like
can't
make
it
concrete,
but
Betsy
suggested
there
in
terms
of
you
know,
what's
one
thing
to
end
on
a
note
where
we
feel
gratitude
to
bring
sort
of
in
the
next
thing
everyone
is
going
after?
How
would
that?
How
would
I
feel
doing
real,
quick.
B
B
Think
I
feel
really
grateful
for
I.
Think
for
your
honesty,
especially
I,
said
for
you
two
to
share
in
I
think
the
part
about
that
that
kind
of
break
our
calls
and
wanting
to
rescue
them
and
seeing
how
that
would
be
really
valuable
to
you.
I
think
that
may
made
me
feel
them
I
think
the
most
connected
and
feeling
like.
Oh
there's
something
you
know
about
you,
know
human
connection.
That
would
be
really
valuable
that
that
I'm
sharing
just
ideologically
and
I'm
very
much
on
the
same
level.
So
thanks
for
that.