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Commit 680a0bc8 authored by Cynthia "Arty" Ng's avatar Cynthia "Arty" Ng :speech_balloon: Committed by Cynthia "Arty" Ng
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Fix broken links and spelling

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1 merge request!7146Fix broken links and some spelling
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......@@ -11,6 +11,6 @@ BasedOnStyles = handbook
# Ignore SVG markup
TokenIgnores = (\*\*\{\w*\}\*\*)
# Ignore cardpane shortcode and content
[*]
BlockIgnores = (?s) *({{< cardpane >}}.*?{{< /cardpane >}})
# Ignore specified shortcode and content
BlockIgnores = (?s) *({{< cardpane >}}.*?{{< /cardpane >}}), \
(?s) *({{< youtube [^>]* >}})
accessor
accessors
accreditations
ACLs
actuals
Adafruit
......@@ -13,6 +14,7 @@ Algolia
Alibaba
aliuid
Aliyun
Allocadia
allowlist
allowlisted
allowlisting
......@@ -78,6 +80,8 @@ Ayoa
AZs
Azure
B-tree
backchannel
backchanneled
backfilled
backfilling
backfills
......@@ -93,6 +97,7 @@ badging
balancer
balancer's
Bamboo
Bambu
Bazel
bcrypt
BDRs
......@@ -144,13 +149,16 @@ canonicalized
captcha
CAPTCHAs
Capybara
Carahsoft
cardpane
Casdoor
CDFs
CDNs
CE
CentOS
Ceph
Certbot
CFPs
cgo
cgroup
cgroups
......@@ -182,6 +190,7 @@ clusterized
CMake
CMK
CMKs
CMMs
CNAs
CNs
Cobertura
......@@ -200,6 +209,7 @@ colocate
colocated
colocating
colocation
Comerica
commit's
CommonMark
Compa
......@@ -215,12 +225,15 @@ Coronavirus
Corosync
corpuses
Cosign
Coupa
Coursier
cowork
coworking
CPU
CPUs
CQLs
CRAN
Credly
CRI-O
cron
crond
......@@ -322,6 +335,8 @@ Disqus
Distroless
Divio
DLE
DMPs
DMs
DNs
Docker
Dockerfile
......@@ -350,6 +365,8 @@ DSLs
DSN
Dynatrace
EBAs
ebook
ebooks
Ecto
edcast
Edcast
......@@ -377,6 +394,8 @@ Excon
exfiltrate
exfiltration
ExifTool
expensed
expensing
expirable
Facebook
failover
......@@ -392,6 +411,7 @@ Fastzip
favicon
favorited
FBPs
Fedex
Fediverse
ffaker
Figjam
......@@ -404,6 +424,7 @@ Finnhub
Fio
firewalled
firewalling
Fivetran
fixup
flamegraph
flamegraphs
......@@ -412,6 +433,8 @@ Flickr
Fluentd
Flutterwave
Flycheck
FMCs
FMMs
focusable
forecasted
Forgerock
......@@ -473,6 +496,7 @@ Gradle
Grafana
Grafonnet
gravatar
Grubhub
Grype
GUIs
Gzip
......@@ -494,6 +518,7 @@ Herokuish
heuristical
hexdigest
Hexo
Highspot
HipChat
hoc
Hoc
......@@ -503,11 +528,14 @@ hotfix
hotfixed
hotfixes
hotfixing
hotspot
hotspots
hotspots
HTMLHint
http
https
Hugomods
hypergrowth
hyperparameter
hyperparameters
iCalendar
......@@ -516,8 +544,10 @@ ICs
idempotence
idmapper
Iglu
IGPs
IIFEs
Immer
iMovie
impactful
incentivizing
inclusivity
......@@ -550,6 +580,7 @@ JavaScript
Jenkins
Jenkinsfile
JetBrains
JFrog
Jira
Jitsu
jq
......@@ -596,6 +627,7 @@ Kucoin
Kustomization
Kustomize
kwargs
Labra
Laravel
LaunchDarkly
ldapsearch
......@@ -634,6 +666,7 @@ lookbehinds
Lookbook
lookups
loopback
LPs
LSP
Lua
Lucene
......@@ -699,11 +732,14 @@ monorepo
monorepos
monospace
MQLs
MQs
MRs
MSBuild
multiline
multimodal
mutex
MVCs
MVPs
nameserver
nameservers
namespace
......@@ -720,7 +756,11 @@ navigations
negatable
Neovim
Netlify
Netsuite
neurodivergent
neurodiverse
neurodiversity
neurotypical
NGINX
ngrok
njsscan
......@@ -750,7 +790,9 @@ OKRs
Okta
OLM
OmniAuth
onboarded
onboarding
onboards
OpenID
OpenShift
OpenTelemetry
......@@ -773,6 +815,7 @@ packfiles
Packwerk
Pagerduty
paginator
PAMs
parallelization
parallelizations
parsable
......@@ -781,11 +824,13 @@ PascalCased
passthrough
passthroughs
passwordless
Pathfactory
Patroni
PBPs
PDFs
PEOs
performant
Permifrost
PgBouncer
pgFormatter
pgLoader
......@@ -802,6 +847,7 @@ pipenv
Pipfile
Pipfiles
Piwik
Pizzatime
plaintext
podman
Poedit
......@@ -839,7 +885,9 @@ prepends
prepopulate
prepopulated
presentationals
presenteeism
Prettifier
Printfection
Pritaly
Priyanka
profiler
......@@ -855,6 +903,7 @@ pseudocode
pseudonymization
pseudonymized
pseudonymizer
PTMs
Pulumi
Puma
Pumble
......@@ -862,6 +911,7 @@ PyPI
pytest
Python
QBRs
Qualtrics
Qualys
queryable
Quicktime
......@@ -921,6 +971,7 @@ replicables
repmgr
repmgrd
repo
repos
reposts
repurpose
repurposes
......@@ -1067,6 +1118,7 @@ Stackprof
stacktrace
starrer
starrers
Stickermule
storable
storages
strace
......@@ -1125,8 +1177,8 @@ superset
supersets
supertype
supertypes
svlogd
SVGs
svlogd
swappiness
swimlane
swimlanes
......@@ -1160,6 +1212,7 @@ timelogs
timesheet
timesheets
Tiptap
ToDo
todos
tokenizer
Tokenizers
......@@ -1175,6 +1228,7 @@ tooltips
touchpoint
touchpoints
transactionally
transformative
transpile
transpiled
transpiles
......@@ -1221,6 +1275,7 @@ unchecks
uncomment
uncommented
uncommenting
unconference
uncordon
underperform
underperformance
......@@ -1248,6 +1303,7 @@ unmerged
unmerges
unmerging
unmocked
unmoderated
unoptimize
unoptimized
unoptimizes
......@@ -1320,6 +1376,7 @@ UXers
Vagrantfile
validator
validators
Vartopia
vCPUs
vendored
vendoring
......@@ -1379,6 +1436,7 @@ Zeitwerk
Zendesk
ZenTao
Zoekt
Zoominfo
zsh
Zstandard
Zuora
......@@ -28,7 +28,7 @@ Handbook content currently uses both `Title Case` and `Sentence case` for titles
### Capitalize brand names
Brand names such as "Apple" and "Slack" are proper nouns, so they should be capitalized, unless a brand name uses unusual capitalization, as in "eBay" and "VMware". If that is the case, then follow the brand's convention.
Brand names such as "Apple" and "Slack" are proper nouns, so they should be capitalized, unless a brand name uses unusual capitalization, as in "eBay" and "VMWare". If that is the case, then follow the brand's convention.
### Use kebab case for file and directory names
......
......@@ -218,7 +218,7 @@ Each quarter, [E-Group]({{< ref "structure#e-group" >}}) can choose to invite an
Once the Key Talent Guest has been identified, it is the relevant E-Group team member's responsibility to ensure that managers of this person are aware of the invite. The EBA to the CEO will then confirm that the guest is able to join. If not, the invite will go to the runner up. Once a Key Talent Guest is confirmed, the EBA to the CEO should enter their name in the [Key Talent Board Dinner Guests](#key-talent-board-dinner-guests).
GitLab will cover this person's travel expenses. A person's location will not be considered in the selection criteria though the person's travel must be allowed under GitLab's [travel policies and guidelines]({{< ref "travel#policy-and-guidelines" >}}).
GitLab will cover this person's travel expenses. A person's location will not be considered in the selection criteria though the person's travel must be allowed under GitLab's [travel policies and guidelines](/handbook/travel/#policy-and-guidelines).
As part of joining the dinner, the Key Talent Guest should come prepared to discuss:
......
......@@ -16,7 +16,7 @@ description: "GitLab Data Team Library"
- [The Three Levels of Data Analysis- A Framework for Assessing Data Organization Maturity](https://about.gitlab.com/blog/2019/11/04/three-levels-data-analysis/)
- [How to Implement DataOps using GitLab](https://www.youtube.com/watch?v=GSEwkL5ZRNs)
- [Lessons learned managing the GitLab Data team](https://about.gitlab.com/blog/2020/02/10/lessons-learned-as-data-team-manager/)
- [Views on Vue Podcast with Jacob Schatz and Taylor Murphy](https://devchat.tv/views-on-vue/vov-030-how-we-use-vue-in-data-science-with-jacob-schatz-taylor-murphy-gitlab-team/)
- [Views on Vue Podcast with Jacob Schatz and Taylor Murphy](https://topenddevs.com/podcasts/views-on-vue/episodes/vov-030-how-we-use-vue-in-data-science-with-jacob-schatz-taylor-murphy-gitlab-team)
- [How to do DataOps with GitLab - Customer Call](https://chorus.ai/meeting/702422?tab=summary&call=31D048F239B04C28A5E25208A104BFD6) (GitLab Internal)
- [GitLab for ML - Customer Call](https://chorus.ai/meeting/747939?call=08C9A333A729435CB2954FFDE3556BC0) (GitLab Internal)
......@@ -34,7 +34,7 @@ description: "GitLab Data Team Library"
- The Value of Data: [Part 1](https://www.codingvc.com/the-value-of-data-part-1-using-data-as-a-competitive-advantage), [Part 2](https://www.codingvc.com/the-value-of-data-part-2-building-valuable-datasets), [Part 3](https://www.codingvc.com/the-value-of-data-part-3-data-business-models)
- [Building a Data Practice](https://www.locallyoptimistic.com/post/building-a-data-practice/)
- [Does my Startup Data Team Need a Data Engineer](https://blog.fishtownanalytics.com/does-my-startup-data-team-need-a-data-engineer-b6f4d68d7da9)
- [Data Science is different now](https://veekaybee.github.io/2019/02/13/data-science-is-different/) (Note: this is why GitLab doesn't have a Data Scientist yet.)
- [Data Science is different now](https://vickiboykis.com/2019/02/13/data-science-is-different-now/) (Note: this is why GitLab doesn't have a Data Scientist yet.)
- [Why You Don't Need Data Scientists](https://medium.com/@kurtcagle/why-you-dont-need-data-scientists-a9654cc9f0e4)
- [Resources Written by dbt Community Members](https://discourse.getdbt.com/t/resources-written-by-community-members/276)
- [Is your company too dumb to be data-driven?](https://towardsdatascience.com/is-your-company-too-dumb-to-be-data-driven-696932d597c3)
......@@ -53,7 +53,6 @@ description: "GitLab Data Team Library"
- [Data is Plural](https://tinyletter.com/data-is-plural)
- [Data Science Roundup Newsletter](http://roundup.fishtownanalytics.com/)
- [Data Science Weekly](https://www.datascienceweekly.org/)
- [Lantrns Analytics (Product Analytics)](https://www.lantrns.co/product-analytics-newsletter/)
- [Music and Tech](https://angelddaz.substack.com)
- [Normcore Tech](https://vicki.substack.com)
- [NumLock News](https://numlock.substack.com)
......@@ -91,7 +90,7 @@ description: "GitLab Data Team Library"
- [From Data to Viz](https://www.data-to-viz.com/)
- [Gravy Anecdote](http://gravyanecdote.com/)
- [JunkCharts](https://junkcharts.typepad.com/)
- [Make a Powerful Point](http://makeapowerfulpoint.com/)
- [Make a Powerful Point](https://makeapowerfulpoint.wordpress.com/)
- [Makeover Monday](http://www.makeovermonday.co.uk)
- [Perceptual Edge](https://perceptualedge.com/)
- [PolicyViz](https://policyviz.com/)
......@@ -115,7 +114,7 @@ description: "GitLab Data Team Library"
- [Prefect](https://prefect-community.slack.com/join/shared_invite/enQtODQ3MTA2MjI4OTgyLTliYjEyYzljNTc2OThlMDE4YmViYzk3NDU4Y2EzMWZiODM0NmU3NjM0NjIyNWY0MGIxOGQzODMxNDMxYWYyOTE)
- [PyCarolinas](https://pycarolinas.slack.com/join/shared_invite/enQtNjI4NTY0MzM5MDc5LWE2ZjI3YmFkNTAzOTM2NmYyMWUwMmYzZGFkYTY2ZjdkZWFmZDg0YzE0MjQzMzMzMzVhOWUwN2I3MTQwMTllMjY)
- [R for Data Analysis](https://r-data-team.slack.com)
- [Software Engineering Daily](http://softwaredaily.herokuapp.com)
- [Software Engineering Daily](https://softwareengineeringdaily.com/)
- [The Data School](https://thedataschool.slack.com)
## Technical Learning Resources
......
......@@ -98,7 +98,7 @@ The following table indexes all of the RAW data sources we are loading into the
| [BambooHR](https://www.bamboohr.com/) | Airflow | `bamboohr` | `sensitive` | People | 12h / 24h | No | Tier 2 |
| [Clari](https://www.clari.com/) | Airflow | `clari` | `clari` | Sales | 24h / 24h | Yes | Tier 2 |
| [Clearbit](https://clearbit.com/) | x | x | x | x / x | | No | Tier 3 |
| [Common Room](https://https://commonroom.io/) | Snowflake task | `commonroom` | `commonroom` | `DevRels`/`Developer Advocates` | | No | Tier 3 |
| [Common Room](https://www.commonroom.io/) | Snowflake task | `commonroom` | `commonroom` | `DevRels`/`Developer Advocates` | | No | Tier 3 |
| [CustomersDot](https://internal.gitlab.com/handbook/enterprise-data/platform/pipelines/#gitlab-customer-dot-database) [ERD](https://gitlab.com/gitlab-org/customers-gitlab-com/-/blob/staging/doc/db_erd.pdf) | pgp | `tap_postgres` | `customers` | Product | 24h / x | No | Tier 1 |
| [Demandbase](https://www.demandbase.com/) | Snowflake task | `demandbase` | `demandbase` | Marketing | 24h / x | No | Tier 2 |
| [Elastic Search Billing](https://www.elastic.co/guide/en/cloud/current/Billing_Costs_Analysis.html) | Airflow | `elasticsearch_billing` | `elastic_billing` | Engineering | 24h / 24h | No | Tier 2 |
......@@ -248,8 +248,8 @@ All new loads in the `S3` bucket will go into the same folder as before `gitlab-
To get access to snowflake support portal, please follow the below steps.
- Register using gitlab email id to [community portal](https://community.snowflake.com/CommunitiesSelfReg)
- This registration will send a welcome email to gitlab mail with the subject `Welcome to the Snowflake Community`. In the mail it will ask you to finish the registration as part of that you will be asked to set your password for the community portal.
- Register using GitLab email id to [community portal](https://community.snowflake.com/CommunitiesSelfReg)
- This registration will send a welcome email to GitLab mail with the subject `Welcome to the Snowflake Community`. In the mail it will ask you to finish the registration as part of that you will be asked to set your password for the community portal.
- Once done login again to your snowflake community account and on the home page, click `submit case`. For the first time, the user who do not have access to submit a case with snowflake. It will ask you to fill in the form for access.
- In the form select the access for already snowflake customer. On the next page, it will ask for information `Account Name`, `Cloud Name`, and `Region Name`. Below is one way to pull this information from the snowflake console.
- `Account Name` - select CURRENT_ACCOUNT();
......@@ -596,11 +596,11 @@ The `permifrost_bot_user` is used to run both Snowflake provisioning and deprovi
#### Provisioning permissions to external tables to user roles
Provisioning USAGE permissions for external tables to user roles inside snowflake is not handled by permifrost in the moment. If you have to provision access for an external table to a user role, then it must be granted manually via GRANT command in snowflake[docs](https://docs.snowflake.com/en/sql-reference/sql/grant-privilege) using a `securityadmin` role. This implies that the user role already has access to the schema and the db in which the external table is located, if not add them to the [roles.yml](https://gitxlab.com/gitlab-data/analytics/-/blob/master/permissions/snowflake/roles.yml).
Provisioning USAGE permissions for external tables to user roles inside snowflake is not handled by permifrost in the moment. If you have to provision access for an external table to a user role, then it must be granted manually via GRANT command in snowflake[docs](https://docs.snowflake.com/en/sql-reference/sql/grant-privilege) using a `securityadmin` role. This implies that the user role already has access to the schema and the db in which the external table is located, if not add them to the [roles.yml](https://gitlab.com/gitlab-data/analytics/-/blob/master/permissions/snowflake/roles.yml).
#### Logging in and using the correct role
When you apply for a Snowflake account via an AR and get access provisioned it takes until 3.00AM UTC for the change to take effect. This is because we have a script running daily to provision the access in Snowflake. When you can login, you can do this via Okta. After you logged in via Okta, you need to select the right role that is attached to your account. This is by default the same as your account and it follows the convention of your email adres minus `@gitlab.com`.
When you apply for a Snowflake account via an AR and get access provisioned it takes until 3.00AM UTC for the change to take effect. This is because we have a script running daily to provision the access in Snowflake. When you can login, you can do this via Okta. After you logged in via Okta, you need to select the right role that is attached to your account. This is by default the same as your account and it follows the convention of your email addres minus `@gitlab.com`.
When you don't select the right role in Snowflake, you only see the following Snowflake objects:
......@@ -1031,7 +1031,7 @@ This is all orchestrated in the Data Pump [Airflow DAG](https://airflow.gitlabda
- sensitive - `True` if this model contains sensitive data and is in the pumps_sensitive directory and schema
- single - `True` if you want to create a single file in the target location. `False` if multiple files can be written
- stage - The name of the snowflake stage you'd like to use for the target location
- owner - your (or the business DRI's) gitlab handle
- owner - your (or the business DRI's) GitLab handle
**Step 3:** Create an [issue in the platypus project](https://gitlab.com/gitlab-com/business-technology/enterprise-apps/integrations/platypus/-/issues/new) using the 'change' issue template so that the Integration team can map and integrate the data into the target application.
......@@ -1208,7 +1208,7 @@ In order to change the desired day of the week/time of these schedules, the Sale
### GSheets & Jupyter Notebooks
A couple of new functions have been added to the Gitlabdata library ([Link to PyPi](https://pypi.org/project/gitlabdata/), [Link to the source code](https://gitlab.com/gitlab-data/gitlab-data-utils/-/tree/master)) to allow reading from and writting to GSheets files.
A couple of new functions have been added to the Gitlabdata library ([Link to PyPi](https://pypi.org/project/gitlabdata/), [Link to the source code](https://gitlab.com/gitlab-data/gitlab-data-utils/-/tree/master)) to allow reading from and writing to GSheets files.
#### Reading from GSheets within Jupyter Notebooks
......
......@@ -29,7 +29,7 @@ Navan Expense is available via Okta. To access the platform:
![navan-image-20](/handbook/business-technology/enterprise-applications/guides/navan-expense-guide/signin.png)
- Add your gitlab email and click `Continue`.
- Add your GitLab email and click `Continue`.
![navan-image-21](/handbook/business-technology/enterprise-applications/guides/navan-expense-guide/work-email.png)
......
......@@ -136,7 +136,7 @@ With SWA, you may need to enter your username and password upon the first use of
To change your password for a specific application, hover your mouse over the app's icon. Click the gear to go to settings, which should open a menu that gives you the option to change your password for that specific application.
If you are not able to update the username and password, contact GitLab Okta support or the ITOps team.
If you are not able to update the username and password, contact GitLab Okta support or the IT Ops team.
Can I be confident my password is safe?
Yes, nobody (including GitLab administrators or IT support) have access or visibility into your password data.
......
......@@ -68,13 +68,13 @@ Sid is easy to talk to on any subject. He is good at drawing people out and chal
1. Sid is also the driving force for our iteration value. For example, he may hold [Iteration Office Hours](#iteration-office-hours).
1. Sid really values 1:1 preparation.
1. Sid believes in "strong opinions, weakly held." He doesn't always seem like it, but he will change his mind quickly if you present him with compelling new information and a data driven perspective.
1. Sid loves naming things, and strongly believes in the power of clear language. Learn and use (and add to) our terminology e.g. `It's not a "best practice", it's a "boring solution"`. The [product categories](/handbook/product/categories/) page is a good example. Sid advocates for using [MECEFU terms]({{< ref "communication#mecefu-terms" >}}) to keep communication efficient.
1. Sid loves naming things, and strongly believes in the power of clear language. Learn and use (and add to) our terminology e.g. `It's not a "best practice", it's a "boring solution"`. The [product categories](/handbook/product/categories/) page is a good example. Sid advocates for using [MECEFU terms](/handbook/communication/#mecefu-terms) to keep communication efficient.
## Interviewing and conducting meetings
This section was started by GitLab's Head of Remote Darren M. to coach and provide context to others who meet with and interview Sid. The below are suggestions based on a history of personal interviews, extracted lessons from [GitLab Unfiltered interviews](https://www.youtube.com/playlist?list=PL05JrBw4t0KpdkiYcuSO2EtNBzK2Nyzx5), and observations during a [CEO Shadow rotation](https://about.gitlab.com/blog/2020/05/22/gitlab-remote-ceo-shadow-takeaways/). Others are welcome to create a merge request and add more.
1. ***How scripted are interviews?*** Sid does well in [unscripted interviews](https://youtu.be/7kMQj4O4ZGU), but prefers questions [outlined]({{< ref "eba#meeting-request-requirements" >}}) in a Google document and attached in the [meeting invite](/handbook/company/culture/all-remote/live-doc-meetings/) in advance. The EBA to the CEO can assist you with this. Interviews tend to go well when it is clear ahead of time what the crux of the conversation will be about, and there is documented context which can be consumed asynchronously ahead of time.
1. ***How scripted are interviews?*** Sid does well in [unscripted interviews](https://youtu.be/7kMQj4O4ZGU), but prefers questions [outlined](/handbook/eba/#meeting-request-requirements) in a Google document and attached in the [meeting invite](/handbook/company/culture/all-remote/live-doc-meetings/) in advance. The EBA to the CEO can assist you with this. Interviews tend to go well when it is clear ahead of time what the crux of the conversation will be about, and there is documented context which can be consumed asynchronously ahead of time.
1. ***What if questions arise which aren't in the agenda? Do you add them and keep the conversation going?*** Expert interviewers will actively anticipate that new and unexpected questions will arise. You may be surprised by the question, but *not* that the question happened. The interviewer is responsible for keeping the conversation on track according to the agenda. If you feel that a question veers the conversation too far off track, document the question and add a to-do for a follow-up or asynchronous answer. At GitLab, [agendas are revered](/handbook/company/culture/all-remote/live-doc-meetings/); feel confident in using the agenda to keep the interview crisp.
1. ***Do you script perspective and commentary?*** Unscripted, authentic feedback and commentary is appreciated and shows preparation for the subject matter and an understanding of discussion flow. With Sid (and other interview subjects), practice gets you closer to perfection. Professional media training creates a deeper understanding of this concept.
1. ***Do you worry about saying the wrong thing?*** This may be challenging to overcome. A list of tips for overcoming this are below.
......@@ -99,7 +99,7 @@ I get many email on which I am only cc'd on, I would very much appreciate if you
### Presentations and slide decks
Share slide decks in advance of meeting with me per [few meetings with presentations]({{< ref "communication#few-meetings-with-presentations" >}}) communication guideline. I can be tagged in a relevant Slack channel.
Share slide decks in advance of meeting with me per [few meetings with presentations](/handbook/communication/#few-meetings-with-presentations) communication guideline. I can be tagged in a relevant Slack channel.
When sharing slides with me, limit the content on each slide to one concept. Avoid condensing multiple concepts into one slide. Additionally, the slide title should be specific to the content on that slide. For example, instead of condensing two lists onto one slide, separate the lists onto two separate slides with slide titles specific to each list.
......@@ -165,13 +165,13 @@ Please quote the subject line of the email in your chat message.
### Sending email
If someone else in the company wants to have me send an email they should email me and cc [my EBA]({{< ref "eba#executive-business-administrator-team" >}}) with:
If someone else in the company wants to have me send an email they should email me and cc [my EBA](/handbook/eba/#executive-business-administrator-team) with:
1. Instruction: "Please email this, please bcc: me on the outgoing email, forward any responses, and cc: me on any further emails."
1. Recipient name
1. Recipient email
1. Email subject
1. Email body (text based, no html or rich text)
1. Email body (text based, no HTML or rich text)
When receiving such an email my EBA should stage a draft email to the recipient and a draft answer 'done'.
......@@ -179,7 +179,7 @@ The email should only be the body. Greetings and niceties are handled by the EBA
## Meeting request requirements
For scheduling a video call or meeting with me or other execs, please see the [EBA handbook page]({{< ref "eba" >}}). Please do not use Zoom waiting rooms for meetings scheduled with me or on my behalf. If attendees are joining separate sections of a meeting, you can break the session into multiple Zoom calls or have a Slack channel to manage attendee entrances and exits.
For scheduling a video call or meeting with me or other execs, please see the [EBA handbook page](/handbook/eba/). Please do not use Zoom waiting rooms for meetings scheduled with me or on my behalf. If attendees are joining separate sections of a meeting, you can break the session into multiple Zoom calls or have a Slack channel to manage attendee entrances and exits.
## CEO Meeting Cadence
......@@ -191,7 +191,7 @@ As part of my role, I participate in a variety of meetings both internal and ext
### Weekly Meetings
1. [1-1s](/handbook/leadership/1-1/) with my direct reports and [EBA]({{< ref eba >}}). 25-50 minutes.
1. [1-1s](/handbook/leadership/1-1/) with my direct reports and [EBA](/handbook/eba/). 25-50 minutes.
1. [E-Group](/handbook/company/structure/#e-group) Call. 120 minutes.
1. If there are open positions Talent Acquisition Syncs on key Executive hires. 25 minutes.
1. Topical conversations on top cross-functional initiatives or other areas of importance to the CEO. 25 minutes.
......@@ -259,11 +259,11 @@ The recruiter should share a prep package with the Board Member at least 3 busin
To schedule a Pick Your Brain interview with me, please see the [EBA handbook page]({{< ref "ceo-scheduling#pick-your-brain-meetings" >}}). To watch and read prior Pick Your Brain interviews about all-remote, please see the [Interviews page](/handbook/company/culture/all-remote/interviews/).
For scheduling a video call or meeting with me or other execs, please see the [EBA handbook page]({{< ref eba >}}).
For scheduling a video call or meeting with me or other execs, please see the [EBA handbook page](/handbook/eba/).
## External Speaking Engagements
To schedule Sid to speak at an external engagement please contact the [EBA to the CEO]({{< ref "eba#executive-business-administrator-team" >}}) with the details outlined in the [Executive External Event Brief]({{< ref "eba#meeting-request-requirements" >}}). The EBA to the CEO will gain approval from the function head of the requestor on whether the CEO will attend or not. Sid's preference is to participate in 1:1 fireside chats or conduct a stand alone presentation (audience Q&A is fine). He does not participate in panels with multiple speakers.
To schedule Sid to speak at an external engagement please contact the [EBA to the CEO](/handbook/eba/#executive-business-administrator-team) with the details outlined in the [Executive External Event Brief](/handbook/eba/#meeting-request-requirements). The EBA to the CEO will gain approval from the function head of the requester on whether the CEO will attend or not. Sid's preference is to participate in 1:1 fireside chats or conduct a stand alone presentation (audience Q&A is fine). He does not participate in panels with multiple speakers.
### Requests for audio/visual check meetings
......@@ -319,7 +319,7 @@ If possible, I use a teleprompter when giving keynotes. I prefer to use the tele
## Recording Content for Conferences
I'm always willing to record [video content](https://www.youtube.com/watch?v=Y310ksxsUoQ) for conferences I'm unable to attend.
Email [my EBA]({{< ref "eba#executive-business-administrator-team" >}}) to coordinate the recording.
Email [my EBA](/handbook/eba/#executive-business-administrator-team) to coordinate the recording.
## Favorite Beverages
......@@ -335,14 +335,14 @@ People regularly ask what I use for my home office setup. Below is a list of the
- Boom Arm: [RODE PSA 1 Swivel Mount Studio Microphone Boom Arm](https://www.amazon.com/PSA-Swivel-Mount-Studio-Microphone/dp/B001D7UYBO/)
- Camera: [Sony Alpha 7C Full-Frame Mirrorless Camera - Silver (ILCE7C/S)](https://www.amazon.com/Sony-Alpha-Full-Frame-Mirrorless-Camera/dp/B08HW132XW)
- Camera Adapter: [Tengdaxing NP-FZ100 AC Power Supply Adapter](https://www.amazon.com/gp/product/B08NWR4R8J/)
- Camera Holder: [Heron - 3FT Camera Mount with Desk Clamp](https://www.amazon.com/gp/product/B08BTW6W4N/)
- Camera Holder: [Heron - 3FT Camera Mount with Desk Clamp](https://www.heronequipment.com/product/3ft-mounting-rig-clamp-arm/)
- Ports: [CalDigit ts3-plus](https://www.caldigit.com/ts3-plus/)
- Desk: [Jarvis Laminate Standing Desk](https://www.fully.com/standing-desks/jarvis-adjustable-height-desk-laminate.html)
- Laptop: [13-inch MacBook Pro](https://www.apple.com/shop/buy-mac/macbook-pro/13-inch-space-gray-apple-m1-chip-with-8-core-cpu-and-8-core-gpu-256gb)
- Stand: [rain design mStand](https://www.raindesigninc.com/mstand.html)
- Keyboard: [Apple Magic Keyboard](https://www.apple.com/shop/product/MK2C3LL/A/magic-keyboard-with-touch-id-and-numeric-keypad-for-mac-models-with-apple-silicon-us-english-white-keys?)
- Mouse: [Microsoft Pro IntelliMouse](https://www.amazon.com/Microsoft-Pro-Intellimouse-Dark-Shadow/dp/B07RPBXBMV?th=1)
- Monitor: [Apple Pro Display XDR](https://www.apple.com/shop/buy-mac/pro-display-xdr/standard-glass) and/or [LG Ultrafine 5K](https://www.apple.com/shop/product/HMUB2LL/A/lg-ultrafine-5k-display )
- Monitor: [Apple Pro Display XDR](https://www.apple.com/shop/buy-mac/pro-display-xdr/standard-glass) and/or [LG Ultrafine 5K](https://www.lg.com/us/monitors/lg-27md5kl-b-5k-uhd-led-monitor)
- Light: [Elgato Keylight](https://www.amazon.com/Elgato-Key-Light-Professional-App-Enabled/dp/B07L755X9G/)
- Green screen: I use a cloth one. Roll Down/up screens are a space saver but can be on the small side. Painting the room has mixed results because different surfaces reflect light different even with the same paint.
......
......@@ -15,7 +15,7 @@ aliases:
The GitLab Strategy and Operations (Workplace) Team evolved from the All-Remote Marketing team. It is responsible for:
1. The creation, curation, and continued iteration of [GitLab's guide to all-remote](/handbook/company/culture/all-remote/guide/), a deep library of guides that covers every facet of how GitLab functions as a remote team.
1. Stewarding, iterating, and evangelizing GitLab's management philosophy and people practice, [TeamOps]({{< ref teamops >}}).
1. Stewarding, iterating, and evangelizing GitLab's management philosophy and people practice, [TeamOps](/teamops/).
1. Building an overarching methodology for the modern workplace.
**This page is the single source of truth for TeamOps and all-remote positioning, evangelism, approvals, vision, and strategy**.
......@@ -24,9 +24,9 @@ The GitLab Strategy and Operations (Workplace) Team evolved from the All-Remote
{{< youtube "GKMUs7WXm-E" >}}
The mission of GitLab's Strategy and Operations (Workplace) team is to define, evolve, and scale [TeamOps]({{< ref teamops >}}). We also evolve and champion the company's [all-remote culture](/handbook/company/culture/all-remote/).
The mission of GitLab's Strategy and Operations (Workplace) team is to define, evolve, and scale [TeamOps](/teamops/). We also evolve and champion the company's [all-remote culture](/handbook/company/culture/all-remote/).
This involves close collaboration with [GitLab's CEO]({{< ref ceo >}}) and [Chief of Staff]({{< ref office-of-the-ceo >}}); Corporate Marketing (PR, corporate events); People Group ([employment branding](/handbook/people-group/employment-branding/)) and [Diversity, Inclusion & Belonging](/handbook/company/culture/inclusion/).
This involves close collaboration with [GitLab's CEO](/handbook/ceo/) and [Chief of Staff](/handbook/ceo/office-of-the-ceo/); Corporate Marketing (PR, corporate events); People Group ([employment branding](/handbook/people-group/employment-branding/)) and [Diversity, Inclusion & Belonging](/handbook/company/culture/inclusion/).
### All-Remote Flywheel
......@@ -49,7 +49,7 @@ graph BT;
GitLab is an influencer and educator in remote work and people operations. It serves the community by creating valuable content that furthers the proliferation and ubiquity of [remote-first](/handbook/company/culture/all-remote/how-to-work-remote-first/) and [all-remote](/handbook/company/culture/all-remote/terminology/) organizations, while enhancing the operations of colocated and [hybid-remote](/handbook/company/culture/all-remote/hybrid-remote/) companies by sharing implementable remote-first practices.
We believe that the [people practice]({{< ref teamops >}}) and [operating principles]({{ ref "values#operating-principles" >}}) relied on by GitLab are applicable even to colocated companies, and educating on pillars such as [asynchronous workflows](/handbook/company/culture/all-remote/asynchronous/) and [informal communication](/handbook/company/culture/all-remote/informal-communication/) can benefit all organizations.
We believe that the [people practice](/teamops/) and [operating principles]({{ ref "values#operating-principles" >}}) relied on by GitLab are applicable even to colocated companies, and educating on pillars such as [asynchronous workflows](/handbook/company/culture/all-remote/asynchronous/) and [informal communication](/handbook/company/culture/all-remote/informal-communication/) can benefit all organizations.
## Goals (OKR)
......@@ -61,7 +61,7 @@ In Q4-FY23, our KR is: **Certify at least 100 GitLab team members and 1 person i
## TeamOps Trainer
[TeamOps]({{< ref teamops >}}) is how GitLab works. It is an operations model that helps teams maximize productivity, flexibility, and autonomy by managing decisions, information, and tasks more efficiently.
[TeamOps](/teamops/) is how GitLab works. It is an operations model that helps teams maximize productivity, flexibility, and autonomy by managing decisions, information, and tasks more efficiently.
TeamOps Trainers are team members who are internal champions of GitLab's values, operating principles, and ways of working, inclusive of all functions and departments. They aspire to mentor and share with others GitLab's ways of working, both inside and outside of the organization.
......@@ -161,7 +161,7 @@ Top questions from suddenly or newly-remote companies
<li>How do you <a href="https://about.gitlab.com/company/culture/all-remote/building-culture/">maintain and build company culture</a> in a remote work environment?</li>
<li>How do we <a href="https://about.gitlab.com/company/culture/all-remote/informal-communication/">maintain and build new work relationships</a> without seeing each other in-person on a regular basis?</li>
<li>How do we <a href="https://about.gitlab.com/company/culture/all-remote/mental-health/">prevent burnout, isolation, and mental health crises</a>?</li>
<li>How do we <a href="https://about.gitlab.com/company/culture/all-remote/meetings/">combat Zoom fatigue</a> (e.g. exhaustion associated with nonstop videocalls)?</li>
<li>How do we <a href="https://about.gitlab.com/company/culture/all-remote/meetings/">combat Zoom fatigue</a> (e.g. exhaustion associated with nonstop video calls)?</li>
<li>How we do handle <a href="https://handbook.gitlab.com/handbook/total-rewards/compensation/">compensation changes</a> if people permanently relocate to work remotely?</li>
<li>How do we ensure that <a href="https://handbook.gitlab.com/handbook/leadership/">employees are productive</a> when we cannot physically see them?</li>
<li>How does one <a href="https://about.gitlab.com/company/culture/all-remote/being-a-great-remote-manager/">become a great remote manager</a>?</li>
......@@ -189,7 +189,7 @@ Regardless of the nuance in the request, here are the foundational areas that sh
1. **Guidance is about the here-and-now, but approach this for the long-term.**
- Recognize that companies forced into work-from-home need communication gaps filled *now*.
- The reason to do this with intention is that it will become a core part of a company's talent and operational strategy.
- Remote de-risks a company, making it less susceptiable to socioeconomic swings and crises.
- Remote de-risks a company, making it less susceptible to socioeconomic swings and crises.
1. **Three biggest challenges!**
- Workspace challenges and work/life separation.
- Communications in a remote world, and keeping everyone engaged/informed.
......@@ -230,7 +230,7 @@ More examples of how to talk about remote work
<li>Changelog Podcast — <a href="https://changelog.com/podcast/397">Creating GitLab's remote playbook</a></li>
<li>OpenFin MVP Podcast — <a href="https://openfin-mvp.simplecast.com/episodes/all-remote-before-it-was-mandatory-with-gitlabs-brendan-oleary">All-remote before it was mandatory with GitLab's Brendan O'Leary</a></li>
<li>Skills for Mars — <a href="https://youtu.be/g78mzVYjDY0">Darren Murph On Transparency, Values & Leadership when All-Remote</a></li>
<li>Bright & Early Podcast — <a href="https://www.brightandearlypodcast.com/33">Darren Murph: Remote Work at GitLab</a></li>
<li>Bright & Early Podcast — <a href="https://www.youtube.com/watch?v=Vg0R9r4DcXw">Darren Murph: Remote Work at GitLab</a></li>
<li>Working Without Borders: The Get on Board Podcast — <a href="https://medium.com/getonbrd/working-without-borders-s01e02-darren-murph-head-of-remote-at-gitlab-5567d7c634fd">Darren Murph on leading a remote culture at GitLab</a></li>
<li>Outside The Valley: <a href="https://arc.dev/blog/podcast-ep23-gitlab-darren-murph-96ggw37q6t">Darren Murph of GitLab - Why Companies Should Go All-Remote</a></li>
<li>Accelerating Support Podcast: <a href="https://soundcloud.com/acceleratingsupport/accelerating-support-export-v1/s-JylGQhxc7il">Darren Murph, Head of Remote at GitLab</a></li>
......@@ -315,7 +315,7 @@ For example, 86% of respondents believe remote work is the future and 62% of res
### Work-from-Home Field Guide
The [Work-from-Home Field Guide](/handbook/company/culture/all-remote/work-from-home-field-guide/) was co-created by GitLab and Herman Miller. It combines GitLab's expertise on [remote work](https://learn.gitlab.com/allremote/remote-playbook) and [management philosophy]({{< ref teamops >}}) with Herman Miller's deep understanding of workspaces and design.
The [Work-from-Home Field Guide](/handbook/company/culture/all-remote/work-from-home-field-guide/) was co-created by GitLab and Herman Miller. It combines GitLab's expertise on [remote work](https://learn.gitlab.com/allremote/remote-playbook) and [management philosophy](/teamops/) with Herman Miller's deep understanding of workspaces and design.
### Remote Work playlist on GitLab Unfiltered
......@@ -406,7 +406,7 @@ Field Marketing will look up account ownership in SFDC (Salesforce.com) and make
### Web
The team's primary home for publishing informational guides and content is the [all-remote section of GitLab's handbook](/handbook/company/culture/all-remote/). This will be the preeminent home to all-remote content, positioned for consumption by media, investors, prospective customers and candidates. This links readers to the guides that make up [The Remote Playbook](https://learn.gitlab.com/allremote/remote-playbook), as well as [TeamOps]({{< ref teamops >}}). Future web experiences are being evaluated.
The team's primary home for publishing informational guides and content is the [all-remote section of GitLab's handbook](/handbook/company/culture/all-remote/). This will be the preeminent home to all-remote content, positioned for consumption by media, investors, prospective customers and candidates. This links readers to the guides that make up [The Remote Playbook](https://learn.gitlab.com/allremote/remote-playbook), as well as [TeamOps](/teamops/). Future web experiences are being evaluated.
### Video
......@@ -488,4 +488,4 @@ For a good template to roll this out for your team, see the [Growth team's plann
---
Return to the [Office of the CEO Handbook]({{< ref office-of-the-ceo >}}).
Return to the [Office of the CEO Handbook](/handbook/ceo/office-of-the-ceo/).
......@@ -30,7 +30,7 @@ Apart from creating leadership opportunities, the CEO Shadow Program:
1. Gives feedback immediately to the CEO
1. Enables the CEO to create immediate change
This is why the program is worth the extra overhead for the CEO and [EBA team]({{< ref eba >}}).
This is why the program is worth the extra overhead for the CEO and [EBA team](/handbook/eba/).
### Naming of the program
......@@ -101,7 +101,7 @@ If you have questions about your individual case, please contact the EBA to the
1. Create a merge request to add yourself to the [rotation schedule](#rotation-schedule), assigning yourself.
1. Add your manager as a reviewer and ask them to approve (**but not to merge**) the merge request.
1. Once your manager approves the merge request, add your e-group leader as a reviewer and ask them to also approve (**but not to merge**) the merge request.
1. Once your e-group member approves, add the [Staff Executive Business Admin (EBA) to CEO]({{< ref eba >}}) as a reviewer.
1. Once your e-group member approves, add the [Staff Executive Business Admin (EBA) to CEO](/handbook/eba/) as a reviewer.
1. Post in the `#ceo-shadow` channel with a link to the merge request, and `@mention` the Staff EBA in the message.
Please keep in mind when selecting dates that the CEO's schedule is fluid and subject to constant change, which also means that the CEO Shadow rotation is subject to constant change. The posted dates are not guaranteed. We will work with you to reschedule your rotation if a conflict arises.
......@@ -147,7 +147,7 @@ For those with regular commitments, look for shorter weeks or timezone variation
| 2024-10-21 | 2024-10-25 | [Dan Rhodes](https://gitlab.com/dfrhodes) - Managing Legal Counsel | OPEN | REMOTE - PT |
| 2024-10-28 | 2024-11-01 | OPEN | [Dan Rhodes](https://gitlab.com/dfrhodes) - Managing Legal Counsel | REMOTE - PT |
If you have questions regarding the planned rotation schedule, please ping the [EBA to the CEO]({{< ref "eba#executive-business-administrator-team" >}}) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) in the `#ceo-shadow` Slack channel. The CoS and EBA to the CEO manage the rotation schedule. Please do not add new dates to the schedule when adding in your rotation. The CEO's schedule is subject to constant change and your rotation may need to be rescheduled.
If you have questions regarding the planned rotation schedule, please ping the [EBA to the CEO](/handbook/eba/#executive-business-administrator-team) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) in the `#ceo-shadow` Slack channel. The CoS and EBA to the CEO manage the rotation schedule. Please do not add new dates to the schedule when adding in your rotation. The CEO's schedule is subject to constant change and your rotation may need to be rescheduled.
## Preparing for the Program
......@@ -200,7 +200,7 @@ Feel free to schedule a coffee chat with any of the CEO Shadow Alumni. You can r
This session is designed to answer any questions you may have about your learnings or observations during your time in the CEO Shadow Program. Should it be useful or complementary to your time as a CEO Shadow, our [Chief Legal Officer (CLO)](/job-families/legal-and-corporate-affairs/chief-legal-officer/) hosts Monthly Shadow Chats.
Please @ mention the CLO's [Sr. EBA]({{< ref "eba#executive-business-administrator-team" >}}) in `#ceo-shadow` should you wish to be added to an upcoming session, or if you would like to schedule a 1:1 coffee chat with the CLO. This option is available to all shadows: past, present, and future.
Please @ mention the CLO's [Sr. EBA](/handbook/eba/#executive-business-administrator-team) in `#ceo-shadow` should you wish to be added to an upcoming session, or if you would like to schedule a 1:1 coffee chat with the CLO. This option is available to all shadows: past, present, and future.
#### Explore the CEO Shadow project
......@@ -213,12 +213,12 @@ Review the [CEO's calendar](#ceos-calendar) to get an idea of what your upcoming
#### Review the CEO Handbook
The CEO has a [section in the handbook]({{< ref ceo >}}) that details processes and workflows specific to him as well as his background, communication style, strengths, and flaws. Take time to invest in your relationship with him upfront by reviewing this part of the handbook. Here are some helpful sections:
The CEO has a [section in the handbook](/handbook/ceo/) that details processes and workflows specific to him as well as his background, communication style, strengths, and flaws. Take time to invest in your relationship with him upfront by reviewing this part of the handbook. Here are some helpful sections:
1. [Communication]({{< ref "ceo#communication" >}})
1. [Pointers from direct reports]({{< ref "ceo#pointers-from-ceo-direct-reports" >}})
1. [Strengths]({{< ref "ceo#strengths" >}})
1. [Flaws]({{< ref "ceo#flaws" >}})
1. [Communication](/handbook/ceo/#communication)
1. [Pointers from direct reports](/handbook/ceo/#pointers-from-ceo-direct-reports)
1. [Strengths](/handbook/ceo/#strengths)
1. [Flaws](/handbook/ceo/#flaws)
#### Review acronyms
......@@ -292,7 +292,7 @@ Here is the breakdown on when to take notes and do timekeeping:
Assume that you are taking notes in a Google Doc affixed to the meeting invite unless it is explicitly stated not to take notes.
If you're unsure whether or not to take notes, default to take them, ask the CEO before the meeting begins, or ping the [EBAs]({{< ref "eba#executive-business-administrator-team" >}}) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) on Slack via `#ceo-shadow` or `ceo-shadow-private` (depending on the sensitivity of the meeting).
If you're unsure whether or not to take notes, default to take them, ask the CEO before the meeting begins, or ping the [EBAs](/handbook/eba/#executive-business-administrator-team) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) on Slack via `#ceo-shadow` or `ceo-shadow-private` (depending on the sensitivity of the meeting).
#### Taking notes
......@@ -302,7 +302,7 @@ The goal of the notes is to collect the main points and outcomes, not a full tra
In many instances, when shadows are taking notes during meetings, the discussion is moving too quickly to fully or accurately capture all of the discussion points. Additionally, the shadows may not be fully aware of the full context of the discussion or familiar with certain terminology being used in the meeting. The meeting notes are also not reviewed nor approved by the meeting attendees. Accordingly, meeting notes should not be the SSOT for any meeting as they may not fully or accurately capture the discussion that was had at the meeting.
**CEO Shadows are required to read [these additional note-taking guidelines](https://docs.google.com/document/d/1vkHile2eHVTEl1S7-qv4eEFDc64ghUSesBfvFNz7qfI/edit).** If a notes document is not already linked, see the [templates available here]({{< ref "eba#meeting-request-requirements" >}}).
**CEO Shadows are required to read [these additional note-taking guidelines](https://docs.google.com/document/d/1vkHile2eHVTEl1S7-qv4eEFDc64ghUSesBfvFNz7qfI/edit).** If a notes document is not already linked, see the [templates available here](/handbook/eba/#meeting-request-requirements).
CEO Shadows are not always the DRI for notes and everyone can contribute to taking notes when in a meeting.
......@@ -325,7 +325,7 @@ Shadows are responsible for being aware of the [current time and providing timek
**Tips for timekeeping:**
- Decide who. Past shadows have found it helpful for the individual in the second week of the program to commit to keeping time when applicable.
- Understand meeting length. Use the calendar invite as an indication of how long the meeting should last. Remember, we do [speedy meetings]({{< ref "communication#scheduling-meetings" >}}).
- Understand meeting length. Use the calendar invite as an indication of how long the meeting should last. Remember, we do [speedy meetings](/handbook/communication/#scheduling-meetings).
- Shadows should provide a 5-minute and a 1-minute notification. You can write "Time check, 5 minutes" on Zoom chat.
- **If a meeting is running over the allocated time, unmute and verbally say "we're in overtime".** Don't wait for a break in the conversation.
......@@ -375,7 +375,7 @@ Also send a private Zoom chat message when the [CEO displays other flawed behavi
#### Share thanks
Share [thanks]({{< ref "communication#say-thanks" >}}) in the `#thanks` Slack channel when it comes from a customer or wider community member in a meeting.
Share [thanks](/handbook/communication/#say-thanks) in the `#thanks` Slack channel when it comes from a customer or wider community member in a meeting.
#### Positivity scores
......@@ -433,7 +433,7 @@ A tweet storm is a series of X/Twitter posts usually made as replies in a single
1. Draft 2-5 tweets for a 30 minute video, and up to 10 tweets for a 1 hour video.
1. The first tweet should hook the audience, pose a question, or state how GitLab does something different.
1. Attribute any lines that are not spoken by the CEO.
1. Consider [looking at the CEO's social media accounts for tone and style]({{< ref "ceo#connecting-on-social-media" >}}).
1. Consider [looking at the CEO's social media accounts for tone and style](/handbook/ceo/#connecting-on-social-media).
1. Each tweet can contain 280 characters, URLs are counted differently. Make sure to test each tweet with the Twitter web form to tweet.
1. When you add URLs, use the [card validator](https://cards-dev.twitter.com/validator) to render a preview. This can help to refine the tweet text.
1. More message tips can be found in the [Developer Advocacy on Social Media handbook](/handbook/marketing/developer-relations/developer-advocacy/social-media/#message-tips).
......@@ -532,7 +532,7 @@ Personal meetings will be marked as "busy" on the calendar. Shadows do not atten
#### Earnings Mock Call Webinars
Mock Call webinars for earnings prep differ from other meetings on the CEO calendar. There is a specific panelist link for the CEO, and a participants link for shadows to use for observation. Do not join the mock call using the link in the CEO's calendar. The link to register as a participant will be shared with the shadows in #ceo-shadow-private typically by the day prior. If you do not see the registration link posted, please reach out to the [EBAs]({{< ref "eba#executive-business-administrator-team" >}}) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) on Slack.
Mock Call webinars for earnings prep differ from other meetings on the CEO calendar. There is a specific panelist link for the CEO, and a participants link for shadows to use for observation. Do not join the mock call using the link in the CEO's calendar. The link to register as a participant will be shared with the shadows in #ceo-shadow-private typically by the day prior. If you do not see the registration link posted, please reach out to the [EBAs](/handbook/eba/#executive-business-administrator-team) and [Chief of Staff to the CEO]({{< ref chief-of-staff >}}) on Slack.
#### Earnings Call
......@@ -588,7 +588,7 @@ If Sid records a video to the cloud in a meeting it will eventually end up being
When attending events with the CEO, keep the following in mind:
1. The CEO has outlined his [transport preferences]({{< ref "ceo#transport" >}}).
1. The CEO has outlined his [transport preferences](/handbook/ceo/#transport).
1. When traveling to events in the Bay Area by car, the CEO will request the ride sharing service.
1. When traveling to events on foot, CEO Shadows should take responsibility for navigating to the event.
1. After a talk or panel, be ready to help the CEO navigate the room, particularly if there is a time-sensitive obligation after the event.
......
......@@ -20,7 +20,7 @@ Please see our [company page]({{< ref "company" >}}) for more general informatio
{.mx-auto style="max-width: 50%;"}
It's an exciting time to be part of GitLab. We're a fast-growing, all-remote team, and we're looking for people to join us around the world.
Here's a look at what you can expect from our culture and [all-remote environment]({{< ref "./all-remote/guide" >}}).
Here's a look at what you can expect from our culture and [all-remote environment](all-remote/guide/).
### Everyone can contribute
......@@ -53,11 +53,11 @@ As our company and the industry continue to grow, you'll have the freedom to cha
*In the above [interview](https://youtu.be/eIs71f5IEUU) with [Stuart Miniman](https://twitter.com/stu) of [theCUBE](https://www.thecube.net/), GitLab CEO and co-founder Sid Sijbrandij discusses the merits of operating a 100% remote organization, and why he believes it's the future of work.*
> At GitLab, we're figuring out a lot of things you have to do to be all-remote, and we're trying to share those lessons. That's anything from working [handbook-first]({{< ref "handbook-usage#why-handbook-first" >}}) to [communication styles]({{< ref "./all-remote/effective-communication" >}}) and being intentional about [informal communication]({{< ref "./all-remote/informal-communication" >}}).
> At GitLab, we're figuring out a lot of things you have to do to be all-remote, and we're trying to share those lessons. That's anything from working [handbook-first]({{< ref "handbook-usage#why-handbook-first" >}}) to [communication styles](all-remote/effective-communication/) and being intentional about [informal communication](all-remote/informal-communication/).
>
> If you Google "*GitLab all-remote*", you'll find tons of tips. And those are based not just on what we say, but what we *do*. We have a public [handbook](/handbook) of over 3000 pages with all our internal processes. You can check out what we really do to make this work.
>
> I think it's going to be the future. In the future, companies who make digital products are going to be much more all-remote. And we want to [enable that trend]({{< ref "remote-vision" >}}). We think it's great for [team members]({{< ref "./all-remote/people" >}}).
> I think it's going to be the future. In the future, companies who make digital products are going to be much more all-remote. And we want to [enable that trend]({{< ref "remote-vision" >}}). We think it's great for [team members](all-remote/people/).
GitLab is one of the world's largest all-remote companies, and being a part of our team offers unique advantages beyond the requisite flexibility you'll find in many organizations.
......@@ -79,7 +79,7 @@ Learn more about [all-remote work](/handbook/company/culture/all-remote/) at Git
Culture at GitLab is composed of three things.
1. [GitLab Values](/handbook/values/)
1. Camaraderie (mutual trust and friendship). This is created and maintained by [informal communication]({{< ref "./all-remote/informal-communication" >}}). We also build trust by [effectively collaborating](/handbook/values/#dont-let-each-other-fail) with others.
1. Camaraderie (mutual trust and friendship). This is created and maintained by [informal communication](all-remote/informal-communication/). We also build trust by [effectively collaborating](/handbook/values/#dont-let-each-other-fail) with others.
1. Work style (how we work). This is defined and articulated in our [communication guide]({{< ref "communication" >}}) and [handbook usage guide]({{< ref "handbook-usage" >}}).
In other organizations, culture may be defined through the *personality of the group*. This includes people who have traits in common and people who you enjoy spending time with. Note that this is not something that should matter when [evaluating people for work]({{< ref "#culture-fit-is-a-bad-excuse" >}}), and this is not what we mean with Culture at GitLab.
......
......@@ -219,9 +219,9 @@ Asynchronous communication works best when there is company-wide alignment on ho
A common frustration in large organizations — regardless of what [stage of remote](stages/) they're in — is the chaotic splintering of communication. Projects frequently end up strewn across email, chat, text messages, unrecorded meetings, design tools, Google Docs, and more. It's best to choose a single system for communicating project progress.
At GitLab ([the company](/handbook/company/)), that destination is GitLab ([the product](https://about.gitlab.com/stages-devops-lifecycle/)). Any side conversation that occurs in a meeting is [documented]({{< ref "communication#internal-communication" >}}) in an agenda, and the useful elements are [contextualized](effective-communication/) and ported to relevant GitLab issues and/or merge requests. The same goes for side conversations that happen in Slack or email. Relevant portions are ported over into GitLab (the product), which is the [single source of truth](/handbook/values/#single-source-of-truth) for any ongoing work.
At GitLab ([the company](/handbook/company/)), that destination is GitLab ([the product](https://about.gitlab.com/stages-devops-lifecycle/)). Any side conversation that occurs in a meeting is [documented](/handbook/communication/#internal-communication) in an agenda, and the useful elements are [contextualized](effective-communication/) and ported to relevant GitLab issues and/or merge requests. The same goes for side conversations that happen in Slack or email. Relevant portions are ported over into GitLab (the product), which is the [single source of truth](/handbook/values/#single-source-of-truth) for any ongoing work.
**If it's not in a GitLab epic, issue, or merge request, it doesn't exist**. This [mentality]({{< ref "communication#start-with-a-merge-request" >}}) is essential to reaping the benefits of asynchronous communication.
**If it's not in a GitLab epic, issue, or merge request, it doesn't exist**. This [mentality](/handbook/communication/#start-with-a-merge-request) is essential to reaping the benefits of asynchronous communication.
Here are some tried-and-true apps and cloud tools that facilitate asynchronous collaboration:
......@@ -283,7 +283,7 @@ Being intentional about removing Slack from one's phone is a great way to reinfo
In a colocated setting, a worker can pick up context clues by seeing someone storm away, sigh loudly, or intentionally put on a pair of noise-cancelling headphones to prevent interruptions. In a remote setting, it's not as simple to let people know you need uninterrupted focus.
Thus, it's important to leverage Slack statuses to broadcast information on your capacity to your team. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This reinforces that others can and should consider doing likewise, while also reminding others that Slack and synchronous conversation [should not be the default]({{< ref "communication#internal-communication" >}}).
Thus, it's important to leverage Slack statuses to broadcast information on your capacity to your team. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This reinforces that others can and should consider doing likewise, while also reminding others that Slack and synchronous conversation [should not be the default](/handbook/communication/#internal-communication).
### Remind people that async is more inclusive
......@@ -381,7 +381,7 @@ Team needs are as unique as their objectives and will experience asynchronous co
### How to have an async 1:1 meeting
Async 1:1 meetings are an excellent way to broaden the communication skills of a manager and a direct report. While face-to-face or [walk-and-talk]({{< ref "communication#walk-and-talk-calls" >}}) 1:1s are beneficial, the ability to cover 1:1 agenda items asynchronously using written text bolsters one's overall [remote competency]({{< ref "competencies#remote-work-competencies" >}}).
Async 1:1 meetings are an excellent way to broaden the communication skills of a manager and a direct report. While face-to-face or [walk-and-talk](/handbook/communication/#walk-and-talk-calls) 1:1s are beneficial, the ability to cover 1:1 agenda items asynchronously using written text bolsters one's overall [remote competency]({{< ref "competencies#remote-work-competencies" >}}).
To conduct an async 1:1, be sure to
......@@ -394,7 +394,7 @@ To conduct an async 1:1, be sure to
For existing and upcoming meetings, add this question at the top or bottom of the [agenda](meetings/#have-an-agenda) and document the answer: *Could this meeting have been handled asynchronously, and if so, how?*
Consider sharing these learnings in a [public channel]({{< ref "communication#use-public-channels" >}}) to create additional awareness of what's possible through asynchronous workflows. Take time to reflect on which meetings you've attended or scheduled in recent weeks. Which were a valuable use of time and which could have been handled asynchronously?
Consider sharing these learnings in a [public channel](/handbook/communication/#use-public-channels) to create additional awareness of what's possible through asynchronous workflows. Take time to reflect on which meetings you've attended or scheduled in recent weeks. Which were a valuable use of time and which could have been handled asynchronously?
There are many tasks which can be handled synchronously *and* asynchronously. The goal is to always select asynchronous where feasible, creating more focus time in your day. This also creates a higher likelihood that team members will have more energy for synchronous connections that bolster work relationships. [Informal communication](informal-communication/) is vital in an all-remote setting; by being ruthless in one's [bias towards asynchronous work]({{< ref "#bias-towards-asynchronous-communication" >}}), it creates more space for synchronous team bonding. We each have a finite amount of tolerance for work-related meetings and video calls; synchronous moments are better saved for informal communication such as [coffee chats](informal-communication/#coffee-chats) and [team trivia](informal-communication/#virtual-trivia) where feasible.
......@@ -460,7 +460,7 @@ We believe this will:
| **New team member introduction** | New team member creates a 2-minute video introduction, introducing themselves to the team which can be shared in meetings / Slack channels |
| **Backlog refinement / planning poker** | Team collaborates via a [GitLab issue](https://docs.gitlab.com/ee/user/project/issues/) (or [Epic](https://docs.gitlab.com/ee/user/group/epics/manage_epics.html), or [merge request](https://docs.gitlab.com/ee/user/project/merge_requests/creating_merge_requests.html), if more relevant), tagging the appropriate parties with specific requests. If the volume of information is above 1,000 words, ensure that a `Highlights` section is at the top. |
| **Capacity planning** | Team updates a shared Google Sheet monthly. |
| **Team members who are unable to attend sync meetings** | Meeting organizers should affix a Google Doc agenda to each [meeting invite]({{< ref "communication#scheduling-meetings" >}}) prior to sending. Team members invited to the meeting should update the meeting agenda and questions async, or pre-record a video with information to be shared (linking the video in the agenda). |
| **Team members who are unable to attend sync meetings** | Meeting organizers should affix a Google Doc agenda to each [meeting invite](/handbook/communication/#scheduling-meetings) prior to sending. Team members invited to the meeting should update the meeting agenda and questions async, or pre-record a video with information to be shared (linking the video in the agenda). |
| **Quarterly team results recaps and celebrations** | Corporate Marketing (`#corp-mktg`) creates a [Google Doc or Slides](https://docs.google.com/presentation/d/1NmgBwWY844BQHbV8CK0CWgWLia437Phoijh6oPkFClY/edit#slide=id.g5e411f22b2_0_0) for team members to add results async, then [shares the resulting celebration video (with those could attend sync) on GitLab Unfiltered](https://youtu.be/eLkx0D6zs0Y). |
| **Monthly finance accruals** | DRIs ([Directly Responsible Individuals]({{< ref "directly-responsible-individuals" >}})) in respective departments set a monthly personal reminder to update ongoing Google Sheets with the latest financial accruals, tagging their finance partner(s) in the doc if there are questions. |
| **Project sprints and milestones** | Inbound Marketing (`#inbound-mktg`) uses the `Geekbot` Slack app to poll team members with the following questions: **1)** Which project are you currently focusing on? **2)** What went live/was completed since Tuesday? **3)** What is this week's top 3 priorities? **4)** Do you need help with anything that may slip? |
......@@ -509,7 +509,7 @@ GitLab team members may question meetings, suggesting an asynchronous alternativ
1. For any given piece of work, seek to optimize the mix of synchronous and asynchronous engagements for maximum [efficiency](/handbook/values/#efficiency) and potential for [iteration](/handbook/values/#iteration).
1. Team members have varying learning and communication style preferences (e.g. [neurodiversity](/handbook/values/#embracing-neurodiversity)) that make audio discussion much more effective than written. Thoughtfully timed synchronous discussions ensure that everyone can contribute.
1. Every meeting should be [a review of a concrete proposal](/handbook/values#make-a-proposal) or to catalyze a future series of asynchronous events, and only called when it will lead to a more efficient outcome than would be possible asynchronously.
1. An initial team-building sync at the start of a project or milestone can unlock a highly efficient follow-on series of asynchronous events. Be mindful to structure these initial syncs intentionally to build rapport and trust. The goal of gathering the group in a shared space should be unambiguous: it serves to equip team members with the context they need to switch primarily to asynchronous afterwards. Note that even these intentionally structured kickoff calls may not be inclusive of all time zones. Thus, it is important to adhere to GitLab's [meeting guidelines]({{< ref "communication#scheduling-meetings" >}}), affixing a Google Doc agenda to the calendar invite, encouraging all parties to contribute textually if they cannot attend in person, and recording the full session for future viewing.
1. An initial team-building sync at the start of a project or milestone can unlock a highly efficient follow-on series of asynchronous events. Be mindful to structure these initial syncs intentionally to build rapport and trust. The goal of gathering the group in a shared space should be unambiguous: it serves to equip team members with the context they need to switch primarily to asynchronous afterwards. Note that even these intentionally structured kickoff calls may not be inclusive of all time zones. Thus, it is important to adhere to GitLab's [meeting guidelines](/handbook/communication/#scheduling-meetings), affixing a Google Doc agenda to the calendar invite, encouraging all parties to contribute textually if they cannot attend in person, and recording the full session for future viewing.
1. Do not use `@`-handles unless you are requesting a **specific written action or piece of feedback** from the person *and* you provide the [proposal and context](/handbook/values#make-a-proposal) necessary for them to execute.
1. If a GitLab epic, issue, or merge request is over 1,000 words, a summary is required at the top of the issue/merge request for efficient absorption of key points.
1. Brainstorming or incubating ideas synchronously shouldn't be outright discouraged, though team members should be mindful to document takeaways as quickly as possible to prevent knowledge decay and to be inclusive of feedback from a wider group than those in the synchronous brainstorm session. Consider two songwriters who discover a spark for a new jingle, destined for glory in the [GitLab Songbook]({{< ref "songbook" >}}). They may record a voice memo to capture the essence of the idea, then share that more broadly to refine and iterate on the song. A similar approach can be taken by documenting sparks in a GitLab merge request or issue, then shared in relevant Slack channels for added feedback.
......
......@@ -165,7 +165,7 @@ Some best practices for motivating remote teams include:
- Don't require people to have consistent set working hours or say when they're working
- Don't encourage or celebrate working long hours or on weekends
- Encourage teamwork
- Say [thank you]({{< ref "communication#say-thanks" >}}) often
- Say [thank you](/handbook/communication/#say-thanks) often
## How do you manage remote workers?
......@@ -270,7 +270,7 @@ A common concern of remote workers is the perceived inability to further their c
Great remote managers will proactively ask about one's [career goals]({{< ref "career-development" >}}), and frequently discuss how a report is moving towards a particular career objective.
[Research from Headlamp](https://headlamp.team/engaging-remote-employees-managers-guide/) shows that 82% of workers said they would be more engaged in their work if their managers regularly discussed their career aspirations but only 16% of employees reported having those conversations on a regular basis. By having [regular conversations about career advancement](https://headlamp.team/engaging-remote-employees-managers-guide/#chapter5) with your remote team, you can build a more connected and engaged workforce.
[Research from Headlamp](https://web.archive.org/web/20210715215321/https://headlamp.team/engaging-remote-employees-managers-guide/) shows that 82% of workers said they would be more engaged in their work if their managers regularly discussed their career aspirations but only 16% of employees reported having those conversations on a regular basis. By having [regular conversations about career advancement](https://web.archive.org/web/20210715215321/https://headlamp.team/engaging-remote-employees-managers-guide/#chapter5) with your remote team, you can build a more connected and engaged workforce.
GitLab favors more frequent conversations on this topic — even during [routine 1-1 conversations]({{< ref "1-1#career-development-discussion-at-the-1-1" >}}) — as opposed to waiting until an annual review cycle.
......
......@@ -160,7 +160,7 @@ Whatever behavior you reward will become your values. New hires and promotions s
1. We select for during [hiring](/handbook/hiring).
1. We emphasize during [onboarding]({{< ref "general-onboarding" >}}).
1. Behavior we give each-other [360 feedback]({{< ref "360-feedback" >}}) on.
1. Behavior we [compliment]({{< ref "communication#say-thanks" >}}).
1. Behavior we [compliment](/handbook/communication/#say-thanks).
1. Criteria we use for [discretionary bonuses]({{< ref "incentives#discretionary-bonuses" >}}).
1. Criteria we use for our [annual compensation review]({{< ref "compensation-review-cycle" >}}).
1. Criteria we use for [promotions]({{< ref "promotions-transfers" >}}).
......@@ -232,7 +232,7 @@ Emna G., founder and CEO at Veamly, spoke with GitLab's [Darren M.](https://twit
A remote culture is only as strong as it is lived. At GitLab, we encourage team members to surface culture on a regular basis through the following mechanisms.
1. [Say Thanks]({{< ref "communication#say-thanks" >}})
1. [Say Thanks](/handbook/communication/#say-thanks)
1. Use values emoji — ![CREDIT emoji](/images/handbook/values-emoji.png) — to recognize messages that exemplify a company value.
1. Recommend a colleague for a [discretionary bonus]({{< ref "incentives#discretionary-bonuses" >}}). If granted, the rationale and values lived are then documented and announced during a company call, serving as a beacon to others on how to improve the lives of others by living the values.
1. Serving as a GitLab [Contribute Ambassador](https://about.gitlab.com/events/gitlab-contribute/#ambassadors), which helps the entire company get the most out of a [weeklong trip](https://about.gitlab.com/events/gitlab-contribute/) to spend time with each other in person every 9-12 months.
......
......@@ -36,7 +36,7 @@ When looking for the right tool for you and your team, consider what's most impo
## Does Google have a collaborative whiteboard?
Remote teams should aim to [minimize their tool stack]({{< ref "remote-work-emergency-plan#minimize-your-tool-stack" >}}). It's good practice to consider how you can extract additional value from tools you already use, and [Google Docs]({{< ref "communication#google-docs" >}}) is a great example of this. While Google Docs is a fantastic shared editing tool, GitLab also uses it for temporal [meeting documentation]({{< ref "../meetings#document-everything-live-yes-everything" >}}) (prior to contextualizing takeaways for placement in relevant [handbook]({{< ref "handbook-first" >}}) sections).
Remote teams should aim to [minimize their tool stack]({{< ref "remote-work-emergency-plan#minimize-your-tool-stack" >}}). It's good practice to consider how you can extract additional value from tools you already use, and [Google Docs](/handbook/communication/#google-docs) is a great example of this. While Google Docs is a fantastic shared editing tool, GitLab also uses it for temporal [meeting documentation]({{< ref "../meetings#document-everything-live-yes-everything" >}}) (prior to contextualizing takeaways for placement in relevant [handbook]({{< ref "handbook-first" >}}) sections).
It also happens to be a great remote whiteboarding tool.
......
......@@ -9,7 +9,7 @@ twitter_creator: "@gitlab"
As an all-remote company that defaults to [asynchronous communication](management/#asynchronous), GitLab relies heavily on textual communication. This can feel unusual or even uncomfortable for those who come from a colocated environment, where in-person meetings and vocalized communiques are the norm. Embracing text communication and learning to use it effectively requires a mental shift. Mastering this should be seen as a long-term project, though there are tips to breaking down barriers and experiencing benefits.
Be sure to read GitLab's [guidelines to effective and responsible communication]({{< ref "communication#effective--responsible-communciation-guidelines" >}}) to understand the foundational elements on which this all-remote guide is built.
Be sure to read GitLab's [guidelines to effective and responsible communication](/handbook/communication/#effective--responsible-communciation-guidelines) to understand the foundational elements on which this all-remote guide is built.
## Tips for better writing
......@@ -53,7 +53,7 @@ Below are several additional reasons to master the art of textual communication
![GitLab all-remote desk space with laptop and map](/images/all-remote/gitlab-commit-sf-2020-laptop-user.jpg)
{style="max-width: 50%;"}
At GitLab, we [communicate assuming others have low context]({{< ref "communication#internal-communication" >}}). We provide as much context as possible to avoid confusion.
At GitLab, we [communicate assuming others have low context](/handbook/communication/#internal-communication). We provide as much context as possible to avoid confusion.
1. The goal of low context is to be **considerate** of the people or audience you're speaking to. It's important to recognize that what you write — either internally or externally — may be read in the future, or by someone who is coming into the conversation at a time after the initial thread began
1. This is one of the more challenging elements to master, particularly for those coming from careers in colocated spaces. In colocated environments, high context communication is the default. High context is less direct with an emphasis on human relations, and it's more sensitive to non-verbals and the feelings of others.
......@@ -120,7 +120,7 @@ You can learn more at GitLab's [remote team solutions page]({{< ref "gitlab-for-
### Communicating dates and time
You can learn more in GitLab's [communication handbook]({{< ref "communication#communicating-dates-and-time" >}}) as the Single Source of Truth (SSoT).
You can learn more in GitLab's [communication handbook](/handbook/communication/#communicating-dates-and-time) as the Single Source of Truth (SSoT).
## Feedback is a gift
......
......@@ -60,7 +60,7 @@ In companies where the leadership team is colocated, but most (if not all) of th
### Q: Are hybrid calls utilized or tolerated?
In [hybrid-remote](hybrid-remote/) companies, where certain team members are colocated and others are remote, consider asking how [meetings](meetings/) and calls are handled. [Hybrid calls]({{< ref "communication#hybrid-calls-are-horrible" >}}) are often allowed or encouraged, though they offer a suboptimal experience for remote attendees. Ideally, each call participant will have their own equipment (camera, headset, and screen), even if multiple members are colocated.
In [hybrid-remote](hybrid-remote/) companies, where certain team members are colocated and others are remote, consider asking how [meetings](meetings/) and calls are handled. [Hybrid calls](/handbook/communication/#hybrid-calls-are-horrible) are often allowed or encouraged, though they offer a suboptimal experience for remote attendees. Ideally, each call participant will have their own equipment (camera, headset, and screen), even if multiple members are colocated.
This ensures that each team member is treated equally, and removes typical boardroom issues such as difficulty seeing body language through a wide-angle camera and being interrupted or booted from a room.
......
......@@ -78,7 +78,7 @@ Given that remote work summits are engineered to be open to anyone, anywhere in
Remote work events welcome anyone interested in the future of workplace design. The beauty of remote work events is that everyone is welcome, even those who may still be skeptical of or learning about remote work.
[All-remote and remote-first](https://about.gitlab.com./stages/) workflows change rapidly. Technology, tools, mobile network infrastructure, internet ubiquity, and a cultural understanding of virtual communication all contribute to making remote work [increasingly feasible](remote-benefits/). Those who have a [negative](drawbacks/) view of remote work, but are curious to see how the space is [evolving](hybrid-remote/), stand to gain much from attending remote work conferences and summits.
All-remote and remote-first workflows change rapidly. Technology, tools, mobile network infrastructure, internet ubiquity, and a cultural understanding of virtual communication all contribute to making remote work [increasingly feasible](remote-benefits/). Those who have a [negative](drawbacks/) view of remote work, but are curious to see how the space is [evolving](hybrid-remote/), stand to gain much from attending remote work conferences and summits.
#### The power of networking
......
......@@ -52,7 +52,7 @@ Absorbing a company culture in a colocated setting occurs over time, as one witn
As you settle into a new role, ensure that you devote time to reading and internalizing [company values](/handbook/values/). While this may feel like a skippable activity, understanding the values early on enables you to have a strong foundation on which to build. Every decision you make in your role should be guided by values. If you have questions about how values are lived, take time during onboarding to consult with others.
At GitLab, one's [Onboarding Buddy]({{< ref "onboarding-buddies" >}}) is there to answer these questions and provide guidance. There is also a `#values` Slack channel for related discussions. Whenever you see a value being lived, we encourage the use of a [values emoji reaction]({{< ref "communication#say-thanks" >}}) to reinforce values being used day-to-day.
At GitLab, one's [Onboarding Buddy]({{< ref "onboarding-buddies" >}}) is there to answer these questions and provide guidance. There is also a `#values` Slack channel for related discussions. Whenever you see a value being lived, we encourage the use of a [values emoji reaction](/handbook/communication/#say-thanks) to reinforce values being used day-to-day.
## Adjusting to a self-service mindset
......@@ -134,12 +134,12 @@ While you will naturally connect with people during your onboarding, you will al
Below are a number of intentional facets of [GitLab's culture](/handbook/company/culture#culture-at-gitlab), created to foster connections.
1. [Social call]({{< ref "communication#social-call" >}}): A series of optional calls once a month on a Tuesday, to which everyone in the organization is invited. We have no set agenda, but items can be added to the linked document. This is just a time set aside for everyone to openly talk where everyone is a moderator.
1. [Social call](/handbook/communication/#social-call): A series of optional calls once a month on a Tuesday, to which everyone in the organization is invited. We have no set agenda, but items can be added to the linked document. This is just a time set aside for everyone to openly talk where everyone is a moderator.
1. [Contribute Unconference](https://about.gitlab.com/events/gitlab-contribute/): An in-person, week-long event where we bring the entire company together in one location to get to know each other better.
1. [Group conversations]({{< ref "group-conversations" >}}): Four times a week the company gets together virtually to discuss an area of the business. Slides are provided for context but not presented.
1. Social hours: Informal social calls organized within our immediate teams to get to know each other on a more personal level.
1. Local meetups: Co-located team members are encouraged to organize their own meetups, whether it's a co-working space or getting dinner together.
1. [Slack]({{< ref "communication#slack" >}}): We use Slack channels for informal communications throughout the company, whether it's a team-specific channel or a channel dedicated to sharing vacation photos with other team members.
1. [Slack](/handbook/communication/#slack): We use Slack channels for informal communications throughout the company, whether it's a team-specific channel or a channel dedicated to sharing vacation photos with other team members.
1. [Zoom calls]({{< ref "tools-and-tips#zoom" >}}): Not only do we get to know our coworkers better by seeing them in real time during video calls, we also get to know their pets and families too. This visual engagement helps us relate to each other on a more personal level, so when we meet in person, we already know each other. In fact, when our team members meet face-to-face for the first time, the most surprising factor is usually each person's height.
1. Gaming: GitLab has a `#gaming` Slack channel where fans of video games and digital board games can connect. Coordinating shared gaming sessions is a great way to informally connect with team members and collaborate toward goals outside of work.
1. Music making: GitLab's `#music_making` Slack channel is a place where artists can come together and collaborate synchronously or asynchronously to make music together. Several GitLab team members came together to create [All I Want This Quarter Is You (GitLab)](https://youtu.be/9kTwqsW8I68), a musical masterpiece on the GitLab Unfiltered YouTube channel.
......
  • Developer

    @cynthia Hello, unfortunately the links still do not work. Do you know when this will be solved. Thank you very much indeed.

  • Author Owner

    @sfinocchiaro There are over 46,000 "external" links in the handbook, so you'll need to be more specific on which links don't work. There are also lots of domains that are excluded, because many of them are internal only. If you have specific links that don't work, please check the existing issues to see if it's already reported https://gitlab.com/gitlab-com/content-sites/handbook/-/issues/?sort=created_date&state=opened&label_name%5B%5D=Handbook%3A%3AContent&label_name%5B%5D=type%3A%3Amaintenance . If they're not listed, then please create a new issue.

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