Updating to impact, not activity

**Managing your team**

- Prioritize results over hours worked

- Prioritize impact over activity

- 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 and saying thanks

| Ability to [optimize location](https://www.fastcompany.com/90548691/extremely-transparent-and-incredibly-remote-gitlabs-radical-vision-for-the-future-of-work) for something other than a commutable distance to an office |            Yes             |                                    Limited |

| Avoid [physiological stress of open-plan offices](https://theconversation.com/open-plan-office-noise-increases-stress-and-worsens-mood-weve-measured-the-effects-162843) |            Yes             |                                    Depends |

| [Equal footing by default](how-to-work-remote-first/) on access to executives and senior leaders |            Yes             |                                         No |

| Praise and promotion based on [work output](/handbook/values/#measure-results-not-hours) vs. "face time" with the right people |            Yes             |                                         No |

| Praise and promotion based on [work output](/handbook/values/#measure-impact-not-activity) vs. "face time" with the right people |            Yes             |                                         No |

| IT/support applied to everyone equally                       |            Yes             |                                         No |

| All team members use [digital tools to work, collaborate, and communicate](https://about.gitlab.com/blog/2019/06/18/day-in-the-life-remote-worker/) |            Yes             |                                         No |

| Freedom from manually chasing information shared during siloed, in-person meetings |            Yes             |                                         No |

### 1. Asynchronous work provides autonomy, empowerment, and agency

In an asynchronous company, team members are given [agency](/handbook/values/#give-agency) to move projects forward on a schedule that suits them. At GitLab, we [measure results, not hours](/handbook/values/#measure-results-not-hours). This means that people are free to achieve results when it best suits them.

In an asynchronous company, team members are given [agency](/handbook/values/#give-agency) to move projects forward on a schedule that suits them. At GitLab, we [measure impact not activity](/handbook/values/#measure-impact-not-activity). This means that people are free to achieve results when it best suits them.

If someone is [traveling](people/#travelers) to a new time zone each month, or chooses to spend a beautiful afternoon [with family](people/#worklife-harmony), that's their [prerogative](https://about.gitlab.com/blog/2019/12/10/how-to-build-a-more-productive-remote-team/).

Some best practices for motivating remote teams include:

- Prioritize results over hours worked

- Prioritize impact over activity

- 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

It can be hard to separate personal and work life. It's important to model and encourage boundaries.

- [Preventing a culture of burnout starts at the top](https://about.gitlab.com/blog/2018/03/08/preventing-burnout/). In all-remote companies, it's important to reinforce this from the [interview process](https://about.gitlab.com/blog/2019/03/28/what-its-like-to-interview-at-gitlab/), to [onboarding](learning-and-development/#how-do-you-onboard-new-team-members), to regular [1:1s]({{< ref "1-1" >}}).

  - All-remote companies should consider putting focus on [results (as opposed to hours worked)](/handbook/values/#measure-results-not-hours). Fundamentally, this requires organizational trust — believing that colleagues will do the right thing rather than implementing rigid rules.

  - All-remote companies should consider putting focus on [impact (as opposed to activity)](/handbook/values/#measure-impact-not-activity). Fundamentally, this requires organizational trust — believing that colleagues will do the right thing rather than implementing rigid rules.

  - At GitLab, we encourage team members to [communicate with their manager when they recognize burnout]({{< ref "paid-time-off#recognizing-burnout" >}}), and to be mindful of the last time a team member [took time off from work]({{< ref "paid-time-off#paid-time-off" >}}).

1. Remote work requires you to [manage your own time](/handbook/values/#managers-of-one) and be self-motivated, disciplined, and [organized](https://about.gitlab.com/blog/2019/06/18/day-in-the-life-remote-worker/).

**Solutions**

- [Preventing a culture of burnout starts at the top](https://about.gitlab.com/blog/2018/03/08/preventing-burnout/). In all-remote companies, it's important to reinforce this from the [interview process](https://about.gitlab.com/blog/2019/03/28/what-its-like-to-interview-at-gitlab/), to [onboarding](learning-and-development/#how-do-you-onboard-new-team-members), to regular [1:1s]({{< ref "1-1" >}}).

- All-remote companies should consider implementing a [Results value](/handbook/values/#results), where [results (as opposed to hours) are measured](/handbook/values/#measure-results-not-hours). Fundamentally, this requires organizational trust — believing that colleagues will do the right thing rather than implementing rigid rules.

- All-remote companies should consider implementing a [Results value](/handbook/values/#results), where [impact (as opposed to activity) are measured](/handbook/values/#measure-impact-not-activity). Fundamentally, this requires organizational trust — believing that colleagues will do the right thing rather than implementing rigid rules.

- At GitLab, we encourage team members to [communicate with their manager when they recognize burnout]({{< ref "paid-time-off#recognizing-burnout" >}}), and to be mindful of the last time a team member [took time off from work]({{< ref "paid-time-off#paid-time-off" >}}).

### Challenge: Time management

**Solutions**

- [Preventing a culture of burnout starts at the top](https://about.gitlab.com/blog/2018/03/08/preventing-burnout/). In all-remote companies, it's important to reinforce this from the [interview process](https://about.gitlab.com/blog/2019/03/28/what-its-like-to-interview-at-gitlab/), to [onboarding](learning-and-development/#how-do-you-onboard-new-team-members), to regular [1:1s]({{< ref "1-1" >}}).

- Focus on [results (as opposed to hours worked)](/handbook/values/#measure-results-not-hours).

- Focus on [impact (as opposed to activity)](/handbook/values/#measure-impact-not-activity).

- At GitLab, we encourage team members to [communicate with their manager when they recognize burnout]({{< ref "paid-time-off#recognizing-burnout" >}}), and to be mindful of the last time a team member [took time off from work]({{< ref "paid-time-off#paid-time-off" >}}).

- Remote work requires you to [manage your own time](/handbook/values/#managers-of-one) and be self-motivated, disciplined, and [organized](https://about.gitlab.com/blog/2019/06/18/day-in-the-life-remote-worker/).