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Update CEO references

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Bluesky
boolean
booleans
bootcamp
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bot
bot's
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nosniff
noteable
noteables
notetakers
npm
NSOs
NuGet
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uncommented
uncommenting
unconference
unconfident
uncordon
underperform
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unmerging
unmocked
unmoderated
unmute
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......@@ -27,7 +27,7 @@ Beyond being "handbook first," we are also "public handbook first." When informa
</figure>
<!-- blank line -->
When asked during an [INSEAD](https://www.insead.edu/) case study interview (shown above) about challenges related to being all-remote, GitLab co-founder and CEO Sid Sijbrandij provided the following reply.
When asked during an [INSEAD](https://www.insead.edu/) case study interview (shown above) about challenges related to being all-remote, GitLab co-founder Sid Sijbrandij provided the following reply.
> The biggest problem is GitLab not working handbook first. We have an amazing handbook that allows us to collaborate, onboard new people, and think collectively.
>
......@@ -41,7 +41,7 @@ When asked during an [INSEAD](https://www.insead.edu/) case study interview (sho
>
> In every other company, they send the brick into the hands of people. Everyone is receiving bricks daily that they have to add to the house they're building internally. They forget things and things are unclear. A lot of context has to be created because there is no context around where to place the bricks.
>
> So, you can end up with a thousand houses that look quite different, that are all hanging a bit, and each time you add a brick to the top one pops out at the bottom. — *GitLab co-founder and CEO Sid Sijbrandij*
> So, you can end up with a thousand houses that look quite different, that are all hanging a bit, and each time you add a brick to the top one pops out at the bottom. — *GitLab co-founder Sid Sijbrandij*
## Scope of this handbook
......
......@@ -111,9 +111,7 @@ Examples of tasks or initiatives that are important to the CEO:
## How to Work
The team uses a limited access Google doc called "Sid, Stella, and the Office of the CEO" to collaborate and share progress with the CEO.
It's format is structured like the [1-1 Suggested Agenda Format](/handbook/leadership/1-1/suggested-agenda-format/).
Many of the tasks on the sheet are quick asks: handbook MRs, formatting changes, or questions to be answered.
Many of the tasks are quick asks: handbook MRs, formatting changes, or questions to be answered.
Small asks should be handled as quickly as possible.
Other asks, such as OKR-related planning or an initiative that requires alignment with multiple stakeholders, require forethought and more appropriate timing.
Some amount of time each week needs to be spent moving these sorts of tasks forward.
......
......@@ -154,7 +154,7 @@ If you have questions regarding the planned rotation schedule, please ping the [
### What to wear
You **do not need to dress formally**; business casual clothes are appropriate. For example, Sid wears a button-up with jeans most days. GitLab shirts are acceptable when there aren't any external meetings. Review Sid's calendar to check if there are formal occasions - this may require different clothing. If unsure, please ask the CoS to the CEO in the `#ceo-shadow` Slack channel.
You **do not need to dress formally**; business casual clothes are appropriate. GitLab shirts are acceptable when there aren't any external meetings. Review the CEO's calendar to check if there are formal occasions - this may require different clothing. If unsure, please ask the CoS to the CEO in the `#ceo-shadow` Slack channel.
### Pre-Program Tasks
......@@ -177,7 +177,7 @@ For inspiration, here is [an example](https://gitlab.com/nmccorrison/ceo-shadow/
#### Practice your introduction
You will get asked about yourself during the program, and it's important to describe it correctly. So stand in front of a mirror and practice 3 times. The main point is, do *not* say that your role is to "follow Sid around" or "follow the CEO around". The program is for exploring and learning about all the parts of GitLab, and there's where the emphasis should lie. See [CEO Shadow Introductions](#ceo-shadow-introductions) for specifics.
You will get asked about yourself during the program, and it's important to describe it correctly. So stand in front of a mirror and practice 3 times. The main point is, do *not* say that your role is to "follow the CEO around". The program is for exploring and learning about all the parts of GitLab, and there's where the emphasis should lie. See [CEO Shadow Introductions](#ceo-shadow-introductions) for specifics.
#### Coffee chat with Co-shadow
......@@ -272,7 +272,7 @@ Here is the breakdown on when to take notes and do timekeeping:
| Meeting type | Notes? | Timekeeping? |
| -------------------------------- | -------------- | -------------- |
| 1-1 | No notes unless requested | No timekeeping unless requested |
| GitLab Board meetings (e.g Audit Committee, Compensation) | No notes | Timekeeping in chat |
| GitLab Board meetings (such as Audit Committee, Compensation) | No notes | Timekeeping in chat |
| 1-1 meetings with a GitLab [Board Member](/handbook/board-meetings/#board-of-directors) | No notes | Timekeeping |
| Legal meetings outside of Key Reviews/etc. (see [doc](https://docs.google.com/document/d/1vkHile2eHVTEl1S7-qv4eEFDc64ghUSesBfvFNz7qfI/edit) for details) | No notes | Timekeeping |
| [Valley Meetings](#valley-meetings) | No notes | Timekeeping |
......@@ -284,7 +284,7 @@ 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](/handbook/eba/#executive-business-administrator-team) and [Chief of Staff to the CEO](/job-families/chief-executive-officer/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](/job-families/chief-executive-officer/chief-of-staff/) on Slack in `#ceo-shadow` or `ceo-shadow-private` (depending on the sensitivity of the meeting).
#### Taking notes
......@@ -308,7 +308,7 @@ Tips:
1. If you aren't sure where meeting attendees are in a Google document, click on their face or initials in the upper-right side of the window. Doing this will cause your cursor to jump to wherever their cursor is in the document.
1. It can be challenging to coordinate with the other shadow on who is taking notes at any point in time. Consider agreeing with the other shadow to "show your hands" in Zoom to indicate that you are not currently taking notes.
1. Sometimes people will provide some color or context before providing the main point. Consider listening to the first sentence before documenting to ensure you are capturing main points instead of what they are saying verbatim.
1. Observe how Sid takes notes as a guide to the level of detail and summarization. Consider reviewing Sid's [agenda formatting recommendations](/handbook/leadership/1-1/suggested-agenda-format/) (not only applicable for 1:1s)
1. Observe how others take notes as a guide to the level of detail and summarization. Consider reviewing the [agenda formatting recommendations](/handbook/leadership/1-1/suggested-agenda-format/) (not only applicable for 1:1s)
#### Keeping time
......@@ -373,7 +373,7 @@ Share [thanks](/handbook/communication/#say-thanks) in the `#thanks` Slack chann
Immediately following meetings, score the CEO on overall positivity score from 1 to 5. The score should focus on the CEO's presence and reactions during the meeting. The Shadows should put themselves in the shoes of team members who are in attendance. How positive and empowered would they feel after leaving the meeting? Each shadow should give a score for all meetings attended.
If your score for a meeting was below a 5, immediately following the meeting, send Sid a Slack DM with your score and the reasoning.
If your score for a meeting was below a 5, immediately following the meeting, send the CEO a Slack DM with your score and the reasoning.
If you do not report a score for a meeting, it is assumed that your score is `5`.
......@@ -407,7 +407,7 @@ Post the MR links in the `#ceo` Slack channel and `@`-reference the CEO so the C
1. Iterate and complete small tasks as they come up. Clear them out immediately to allow for rapid iteration on more crucial tasks. Communicate updates on these tasks in the `#ceo-shadow` channel.
1. Go through open issues in the [CEO Shadow tasks project](https://gitlab.com/gitlab-com/ceo-shadow/tasks/-/issues) and work towards closing or creating a subsequent merge request to close out. Communicate updates on these tasks in the `#ceo-shadow` channel.
1. Compile a report on a subject.
1. Write a blog post on the public company blog, a recorded reflection of your experience, or a CEO Interview on a topic of your choice. Please see [information about pitching and publishing a blog post](/handbook/marketing/blog/#how-to-suggest-a-blog-post) for information about the publishing process, and be sure to read previous CEO Shadows' blog posts before you start writing to ensure that your post has a new angle. Link this to the table in the [Alumni](#alumni) section. These do not need to be approved by the CEO but he will happily review them if you'd like. The posts should however follow the parameters outlined in the [additional note-taking guidelines](https://docs.google.com/document/d/1vkHile2eHVTEl1S7-qv4eEFDc64ghUSesBfvFNz7qfI/edit). In the event you have any questions about what is okay to share, please reach out to the GitLab Legal team in slack at `#legal` or the Corporate Communications team in `#corpcomms`.
1. Write a blog post on the public company blog, a recorded reflection of your experience, or a CEO Interview on a topic of your choice. Please see [information about pitching and publishing a blog post](/handbook/marketing/blog/#how-to-suggest-a-blog-post) for information about the publishing process, and be sure to read previous CEO Shadows' blog posts before you start writing to ensure that your post has a new angle. Link this to the table in the [Alumni](#alumni) section. These do not need to be approved by the CEO but they will happily review them if you'd like. The posts should however follow the parameters outlined in the [additional note-taking guidelines](https://docs.google.com/document/d/1vkHile2eHVTEl1S7-qv4eEFDc64ghUSesBfvFNz7qfI/edit). In the event you have any questions about what is okay to share, please reach out to the GitLab Legal team in slack at `#legal` or the Corporate Communications team in `#corpcomms`.
1. Provide training to the incoming CEO Shadow(s).
#### Handbook MRs
......@@ -423,13 +423,13 @@ A tweet storm is a series of X/Twitter posts usually made as replies in a single
1. If more than one piece of content is covered, use headings to make it easy to jump to each one.
1. Go through each pieces, noting interesting lines and quotes.
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](/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).
1. [2021-12-15 example for Chief of Staff videos](https://docs.google.com/document/d/1BL2ZBtqF5fKdQox0p2lde_qv-75rXwYmQNHvKJnUR-8/edit) (internal).
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](/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).
1. [2021-12-15 example for Chief of Staff videos](https://docs.google.com/document/d/1BL2ZBtqF5fKdQox0p2lde_qv-75rXwYmQNHvKJnUR-8/edit) (internal).
1. Once complete, change the document's Owner to the [Chief of Staff to the CEO](/job-families/chief-executive-officer/chief-of-staff/).
Tweet storm examples:
......@@ -549,11 +549,11 @@ At the conclusion of the call, the CEO Shadows should remove themselves from doc
### CEO Shadow introductions
+**Order of introductions:** At the start of meetings, CEO Shadows will introduce themselves. There is no set order for which shadow introduces themselves first. Sometimes one shadow will arrive to the meeting first, and make their introduction as the **first shadow** to speak. During some meetings, Sid may decide the order for CEO Shadow introductions by mentioning one of the CEO Shadows first, usually the CEO Shadow who is completing their last week in the two week program.
+**Order of introductions:** At the start of meetings, CEO Shadows will introduce themselves. There is no set order for which shadow introduces themselves first. Sometimes one shadow will arrive to the meeting first, and make their introduction as the **first shadow** to speak. During some meetings, the CEO may decide the order for CEO Shadow introductions by mentioning one of the CEO Shadows first, usually the CEO Shadow who is completing their last week in the two week program.
It's important to set the correct tone, so please stick to the following introductions verbatim.
When attending [Valley meetings](#valley-meetings) please be sure to omit the portion about your GitLab title. It can cause much confusion if you mention GitLab when Sid is acting in an individual capacity.
When attending [Valley meetings](#valley-meetings) please be sure to omit the portion about your GitLab title. It can cause much confusion if you mention GitLab when the CEO is acting in an individual capacity.
When attending investor meetings, please introduce yourself and hand it off to the next team member by announcing their name.
......@@ -574,7 +574,7 @@ Remember, do *not* say that your role is to "follow the CEO around". It's about
### Finding meeting recordings
If Sid records a video to the cloud in a meeting it will eventually end up being uploaded to [the Google Drive](https://drive.google.com/drive/folders/0APOeuCQrsm4KUk9PVA) folder. Finding the video will require searching based on the calendar event name and checking the "last modified" date.
If the CEO records a video to the cloud in a meeting it will eventually end up being uploaded to [the Google Drive](https://drive.google.com/drive/folders/0APOeuCQrsm4KUk9PVA) folder. Finding the video will require searching based on the calendar event name and checking the "last modified" date.
### Attending in-person events with the CEO
......@@ -597,24 +597,24 @@ Shadows are encouraged to follow the CEO's activity on various platforms to get
### In Slack
Go to the Slack search bar and type "from:@sid" and it will populate the results.
Go to the Slack search bar and type "from:@bill" and it will populate the results.
![Slack User Activity](https://about.gitlab.com/images/ceoshadow/slackuseractivity.png)
Follow Sid's Slack activity to follow his everyday engagements
Follow a user's Slack activity to follow their everyday engagements
### In GitLab
This can be seen on the CEO's [GitLab activity log](https://gitlab.com/users/sytses/activity).
This can be seen on the CEO's [GitLab activity log](https://gitlab.com/users/bill_staples/activity).
![GitLab Activity Log](https://about.gitlab.com/images/ceoshadow/gitlabactivitylog.png)
See what issues and MRs Sid is interacting with
See what issues and MRs the CEO is interacting with
### On X/Twitter
Check out [Sid's X/Twitter account](https://twitter.com/sytses).
Check out [the CEO's X/Twitter account](https://twitter.com/bstaples).
![X/Twitter notification](https://about.gitlab.com/images/ceoshadow/twitternotification.png)
Sign up for Twitter notifications (Twitter account required) to follow his everyday engagements.
Sign up for Twitter notifications (Twitter account required) to follow their everyday engagements.
## Travel & Expenses
......@@ -622,9 +622,9 @@ Sign up for Twitter notifications (Twitter account required) to follow his every
#### Childcare
Childcare is provided during the active shadowing period and will be reimbursed via an expense report. You must book the childcare yourself and it is advised you reach out far in advance as childcare "drop-ins" can be limited depending on the week. Currently, GitLab doesn't have a ["Backup Care"](https://www.brighthorizons.com/family-solutions/back-up-care) program so you must tell the childcare it is for a "drop-in".
Childcare is provided during the active shadowing period and will be reimbursed through an expense report. You must book the childcare yourself and it is advised you reach out far in advance as childcare "drop-ins" can be limited depending on the week. Currently, GitLab doesn't have a ["Backup Care"](https://www.brighthorizons.com/family-solutions/back-up-care) program so you must tell the childcare it is for a "drop-in".
If you're traveling for the CEO Shadow Program, depending on your hotel accommodations, finding a nearby daycare is most convenient. Some childcare facilities will require payment at end-of-day or end-of-week via cash/check only so request an invoice/receipt for expense submission purposes.
If you're traveling for the CEO Shadow Program, depending on your hotel accommodations, finding a nearby daycare is most convenient. Some childcare facilities will require payment at end-of-day or end-of-week using cash/check only so request an invoice/receipt for expense submission purposes.
### In-person Rotation Expenses
......@@ -658,7 +658,7 @@ When traveling with the CEO, keep the following in mind:
## Considerations for other companies starting CEO Shadow Programs
GitLab co-founder and CEO Sid Sijbrandij [answered questions in a YouTube livestream](https://youtu.be/ExG8_bnIAMI) from Sam Altman, as the two discussed considerations for implementing a CEO Shadow Program in other organizations. Key takeaways are documented below.
GitLab co-founder and creator of GitLab's CEO shadow program, Sid Sijbrandij, [answered questions in a YouTube livestream](https://youtu.be/ExG8_bnIAMI) from Sam Altman, as the two discussed considerations for implementing a CEO Shadow Program in other organizations. Key takeaways are documented below.
1. A CEO should not optimize meetings for Shadows. They are learning by being in the room, either in-person or virtual, and it's OK if the Shadow doesn't fully understand everything.
1. A well-designed CEO Shadow Program shouldn't burden a CEO; in fact, Shadows should actively make a CEO's day easier by assisting with notes and changing relevant portions of the company handbook upon request.
......
......@@ -557,7 +557,7 @@ If you have any questions about what may or may not be a sensitive topic, please
[Presenting](/handbook/communication/#common-meeting-problems) during meetings requires valuable synchronous time. Instead, recorded presentations make content accessible, prevent confusion, and increase participation for team members that prefer consuming content [asynchronously](/handbook/values/#bias-towards-asynchronous-communication). Remember it is not required to have a presentation or have a pre-recorded presentation.
In the video below, GitLab CEO Sid Sijbrandij explains why there are no presentations in most meetings.
In the video below, GitLab co-founder, Sid Sijbrandij, explains why there are no presentations in most meetings.
{{< youtube "32GJ2ehUBhs" >}}
......
......@@ -13,7 +13,7 @@ While most AMAs only occur once or as requested, some AMAs are scheduled regular
| AMAs | DRI | AMA Frequency | Alternate Hosts | Scheduling DRI |
| ------------------ | --- | ------------ | --------------- | -------------- |
| AMA with Sid Sijbrandij (CEO) | EBA to CEO| Every other month | N/A | EBA to CEO |
| AMA with the CEO | EBA to CEO | Monthly | N/A | EBA to CEO |
## Request an AMA
......
......@@ -74,19 +74,3 @@ In situations where we are using the standard communications channels that other
## Disclaimer
Statements on this page are being made pursuant to, and in accordance with, Rule 135 under the Securities Act of 1933, as amended (the "Securities Act") and shall not constitute an offer to sell, or the solicitation of an offer to buy, any securities. Any offers, solicitations or offers to buy, or any sales of securities will be made in accordance with the registration requirements of the Securities Act.
## Remaining an Independent Company
{{< youtube id="LIXLGyZK72c" title="Will GitLab be acquired? Kristof Eger & Sid Sijbrandij" >}}
*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, GitLab co-founder and CEO [Sid Sijbrandij](https://gitlab.com/sytses) discusses the topic of remaining independent as a company with Kristóf Éger. The [coffee chat](/handbook/company/culture/all-remote/informal-communication/#coffee-chats) is transcribed, in part, below.*
> Our intention, from the moment we took external funding, was to stay independent.
>
> The reason we want to stay independent is we think it will better allow us to preserve our culture — we have our [six values](/handbook/values/) that are important to us — and also to be a good steward of open source.
>
> Now, we're not totally in control of that. The majority of GitLab is owned by venture capitalists. But, we do have some sway. If, as an executive team, you're not interested in being acquired, it's harder to acquire a company.
>
> We're always more [optimistic](/handbook/values/#focus-on-improvement) about the future than anybody outside of the company. That means that we have to keep growing. We have to keep growing [IACV](/handbook/sales/sales-term-glossary/arr-in-practice/), and keep growing our revenue.
>
> We keep investing in the future in order to not get bought. We've been very clear with our investors what our intentions were from the start. We're doing everything we can to stay independent. - *GitLab co-founder and CEO Sid Sijbrandij*
......@@ -54,7 +54,7 @@ As our company and the industry continue to grow, you'll have the freedom to cha
{{< youtube "eIs71f5IEUU?start=468" >}}
*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.*
*In the above [interview](https://youtu.be/eIs71f5IEUU) with [Stuart Miniman](https://twitter.com/stu) of [theCUBE](https://www.thecube.net/), GitLab 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](all-remote/effective-communication/) and being intentional about [informal communication](all-remote/informal-communication/).
>
......
......@@ -193,9 +193,9 @@ Async works well when managing multiple projects, although it does require disci
{{< youtube "_okcPC9YucA" >}}
*GitLab CEO Sid and the [Learning and Development](/handbook/people-group/learning-and-development) team provide more context on our bias towards asynchronous communication and the importance of our iteration value.*
*GitLab co-founder Sid and the [Learning and Development](/handbook/people-group/learning-and-development) team provide more context on our bias towards asynchronous communication and the importance of our iteration value.*
> There is a reason we are really good at async, and that is because we make things [smaller](/handbook/values/#move-fast-by-shipping-the-minimal-valuable-change). Through iteration, you don't have to coordinate with a ton of people. By taking smaller steps through iteration, we can ship faster. The only way this is possible is through asynchronous communication. — *Sid Sijbrandij, GitLab CEO and co-founder*
> There is a reason we are really good at async, and that is because we make things [smaller](/handbook/values/#move-fast-by-shipping-the-minimal-valuable-change). Through iteration, you don't have to coordinate with a ton of people. By taking smaller steps through iteration, we can ship faster. The only way this is possible is through asynchronous communication. — *Sid Sijbrandij, GitLab co-founder*
### Aim for progress, not perfection
......
......@@ -126,7 +126,7 @@ Informal communication is important, as it enables friendships to form at work r
For all-remote companies, leaders should not expect informal communication to happen naturally. There are no hallways for team members to cross paths in, no carpools to the office, etc.
> If you do all-remote, do it early, do it completely, and change your work methods to accommodate it. Be intentional about informal communication. All-remote forces you to do the things you should be doing anyway, earlier. - GitLab co-founder and CEO Sid Sijbrandij
> If you do all-remote, do it early, do it completely, and change your work methods to accommodate it. Be intentional about informal communication. All-remote forces you to do the things you should be doing anyway, earlier. - GitLab co-founder Sid Sijbrandij
In an all-remote environment, informal communication should be formally addressed. Leaders should organize informal communication, and to whatever degree possible, design an atmosphere where team members all over the globe feel comfortable reaching out to anyone to converse about topics unrelated to work.
......@@ -223,10 +223,6 @@ Two, managers carve out more bandwidth in their day to focus, rather than re-ans
## Document solutions
{{< youtube "u0dRWDmYSvg" >}}
*In the [LinkedIn Talent on Tap video](https://youtu.be/u0dRWDmYSvg) above, GitLab co-founder and CEO Sid Sijbrandij shares advice on managing within a remote workplace. Discover more in GitLab's [Remote Work playlist](https://www.youtube.com/playlist?list=PL05JrBw4t0Kq7QUX-Ux5fOunQotqJbECc).*
It is the job of a manager to ensure a direct report has what they need to be successful on an ongoing basis. By [documenting](management/#scaling-by-documenting) processes, guides, solutions, how-tos, and policies, a manager is practicing [servant leadership](https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/the-art-of-servant-leadership.aspx) in a powerful way.
If your company has yet to implement their own handbook, start now and start small. Don't be overwhelmed with the notion of building a complete handbook from the get-go; simply start with one process, then document the next, and so on. This is the power of [iteration](/handbook/values/#iteration). GitLab (the company) uses GitLab ([the product](https://about.gitlab.com/stages-devops-lifecycle/)) to build and maintain our public-facing [handbook](/handbook), and options from [Almanac](https://almanac.io/) and [Trainual](https://trainual.com/) are available as well.
......
......@@ -144,7 +144,7 @@ There should be no unwritten rules in remote culture. Intentional documentation
A team member's first experience with company culture is unavoidable. The [onboarding experience](learning-and-development/#how-do-you-onboard-new-team-members) serves as the first post-interview encounter with culture, and it is essential to infuse the [importance of values]({{< ref "remote-values" >}}) into that experience.
Remote onboarding should set aside time for a new team member to read and digest a company's values, which serve as a company roadmap to culture. Consider having a mentor or [onboarding buddy]({{< ref "onboarding-buddies" >}}) specifically ask questions related to values, providing opportunity for the new team member to dive deeper into how they are lived day-to-day.
Remote onboarding should set aside time for a new team member to read and digest a company's values, which serve as a company roadmap to culture. Consider having a mentor or [onboarding buddy](/handbook/people-group/general-onboarding/onboarding-buddies.md) specifically ask questions related to values, providing opportunity for the new team member to dive deeper into how they are lived day-to-day.
### Using GitLab for remote onboarding
......
......@@ -97,7 +97,7 @@ Remote work requires you to [manage your own time](/handbook/values/#managers-of
</figure>
<!-- blank line -->
In the [video](https://youtu.be/ha4aMKl3MRA) above, GitLab co-founder and CEO Sid Sijbrandij discusses some of the organizational challenges involved in building and sustaining an all-remote company.
In the [video](https://youtu.be/ha4aMKl3MRA) above, GitLab co-founder Sid Sijbrandij discusses some of the organizational challenges involved in building and sustaining an all-remote company.
### Challenge: Non-traditional setup
......@@ -106,10 +106,10 @@ Because it's non-traditional, all-remote work sometimes [concerns](https://about
**Solutions**
- All-remote companies are welcome to glean from [GitLab's template for keeping investors in the loop](https://about.gitlab.com/blog/2018/10/17/how-we-keep-investors-in-the-loop/).
- For those in the early stages of fundraising for an all-remote company, here are [30 tips from GitLab co-founder and CEO Sid Sijbrandij](https://about.gitlab.com/blog/2016/10/14/fundraising-tips-ceo/).
- For those in the early stages of fundraising for an all-remote company, here are [30 tips from GitLab co-founder Sid Sijbrandij](https://about.gitlab.com/blog/2016/10/14/fundraising-tips-ceo/).
- For even more on this topic, [listen](https://about.gitlab.com/blog/2019/08/16/all-remote-fundraising/) to Sid unpack why venture firms struggle to fund all-remote startups with [Maren Kate](https://www.linkedin.com/in/marenkate), host of the Remote AF podcast (link no longer available).
> "In the beginning they assess your team, then they assess your product, and then they assess your financials. When it comes to the team, [investors are] super skeptical they will be able to create something with all-remote. Then when it's about the product they say, 'Yes, maybe, but what about scaling?' And then when it's about the financials you can let the numbers speak for themselves so it's less of a concern. — *GitLab co-founder and CEO Sid Sijbrandij*
> "In the beginning they assess your team, then they assess your product, and then they assess your financials. When it comes to the team, [investors are] super skeptical they will be able to create something with all-remote. Then when it's about the product they say, 'Yes, maybe, but what about scaling?' And then when it's about the financials you can let the numbers speak for themselves so it's less of a concern. — *GitLab co-founder Sid Sijbrandij*
### Challenge: Compliance
......
......@@ -46,7 +46,7 @@ If you're interested in finding remote communities to learn from, try one of the
{{< youtube "7kMQj4O4ZGU" >}}
*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, Sid (co-founder and CEO) and Darren (Head of Remote) discuss the importance of values at GitLab.*
*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, Sid (co-founder) and Darren (Head of Remote) discuss the importance of values at GitLab.*
Absorbing a company culture in a colocated setting occurs over time, as one witnesses behaviors that are supported, praised, and discouraged. A benefit to working in an all-remote setting is that culture is (ideally) documented.
......
......@@ -102,7 +102,7 @@ This enables anyone at the company, even those who have just joined, to propose
**Examples that showcase the power of distributed version control in the handbook**:
1. In [this merge request](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/29227), only a portion of the initial proposal was agreed upon and merged into GitLab's handbook. However, this ensured that all pertinent parties had a voice. This also documents the thought process that went into the eventual documentation, such that [context](effective-communication/#understanding-low-context-communication) is in place for anyone to understand why these changes were made, and when.
1. By empowering all team members to make proposals, you enable new hires to offer up fresh perspectives that can benefit the company. [This merge request](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/29045) is an example of a new hire sharing a proposal to strengthen GitLab's [Onboarding Buddy]({{< ref "onboarding-buddies" >}}) checklist, and then her buddy made a proposal which was eventually merged.
1. By empowering all team members to make proposals, you enable new hires to offer up fresh perspectives that can benefit the company. [This merge request](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/29045) is an example of a new hire sharing a proposal to strengthen GitLab's [Onboarding Buddy](/handbook/people-group/general-onboarding/onboarding-buddies.md) checklist, and then her buddy made a proposal which was eventually merged.
1. This [merge request](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/36848) was proposed by someone still in the onboarding phase at GitLab. The discussion threads offer visibility into how learning happens, how [iteration](/handbook/values/#iteration) shapes proposals, and how [everyone can contribute](/handbook/company/strategy#why) to the handbook's evolution.
## What goes in a company handbook?
......
......@@ -161,8 +161,6 @@ Prior to the COVID-19 pandemic, there was low supply and low demand for dedicate
By 2022, most of the world's organizations will reckon with their new reality: at least a portion of their workforce will insist on more flexibility, and a refusal to adapt will lead to their best talent fleeing to organizations which are actively empowering people to work more flexibly.
<!-- TODO: Replace with screenshots. -->
> Sid Sijbrandij on [Twitter/X](https://twitter.com/sytses/status/1264341436138270720)
>
> Below is a thread about the future of remote work after the COVID-19 pandemic is over. I predict that remote will go through a trough of sorrow due to hybrid not working out, and most companies will return to being office based. But many all remote companies will see success.
......
......@@ -74,7 +74,7 @@ In this [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDR
>
> It's silly to think that a company would withhold its strategy, culture, or workflows until *after* someone gets hired. These elements determine whether a team member will thrive. Why would you hold that back? — *Darren Murph, Head of Remote at GitLab*
In this [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video, GitLab co-founder / CEO Sid Sijbrandij discusses hiring (amongst other topics) with researchers from [INSEAD](https://www.insead.edu).
In this [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video, GitLab co-founder Sid Sijbrandij discusses hiring (amongst other topics) with researchers from [INSEAD](https://www.insead.edu).
{{< youtube "EuGsen3FxXc?start=2493" >}}
......@@ -82,7 +82,7 @@ In this [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDR
>
> I think that's bananas. That's what every company in the world does. If your strategy is really important, make sure people buy in *before* they join. And make sure that people who don't buy in don't join the company.
>
> Execution depends on people; [being public about what we do](/handbook/company/strategy). allows us to attract the best people to best execute our strategy." — *GitLab co-founder and CEO Sid Sijbrandij*
> Execution depends on people; [being public about what we do](/handbook/company/strategy). allows us to attract the best people to best execute our strategy." — *GitLab co-founder Sid Sijbrandij*
### Make yourself attractive to top talent
......@@ -150,13 +150,13 @@ Other qualities unique to a remote workplace are:
1. Proven ability to be a [manager of one](/handbook/values/#managers-of-one)
1. Capable of (and enjoys) working [asynchronously](asynchronous/)
When asked if anyone could learn to work well in an all-remote setting during an [INSEAD](https://www.insead.edu/) case study [interview](https://youtu.be/EuGsen3FxXc), GitLab co-founder and CEO Sid Sijbrandij replied:
When asked if anyone could learn to work well in an all-remote setting during an [INSEAD](https://www.insead.edu/) case study [interview](https://youtu.be/EuGsen3FxXc), GitLab co-founder Sid Sijbrandij replied:
> "What's essential in all-remote is that you are a [manager of one](/handbook/values/#managers-of-one).
>
> You're not going to have someone expecting you at the office and hold your hand, so you have to be able to manage yourself and work independently.
>
> It is critical that you can write well — be concise and precise in your written communication- to bridge time zones and leverage [asynchronous communication](asynchronous/)".— *GitLab co-founder & CEO Sid Sijbrandij*
> It is critical that you can write well — be concise and precise in your written communication- to bridge time zones and leverage [asynchronous communication](asynchronous/)".— *GitLab co-founder Sid Sijbrandij*
### Tips for interviewing all-remote candidates
......@@ -218,7 +218,7 @@ Companies that invest in onboarding report [54% more productivity](https://www.m
Companies that invest in onboarding report [54% more productivity](https://www.myshortlister.com/insights/employee-onboarding-statistics) from new hires. Studies show that [87% of team members are less likely to leave a company](https://totalteambuilding.com.au/the-positive-impact-of-team-building/) when they feel engaged.
We are so convinced in the power of onboarding well that we've created a [Complete Guide to Remote Onboarding for New Hires](onboarding/). To help new hires focus on [three key onboarding dimensions](https://hbr.org/2018/12/to-retain-new-hires-spend-more-time-onboarding-them)--[organizational](onboarding/#organizational-onboarding), [technical](onboarding/#technical-requirements-for-all-remote-onboarding), and [social](onboarding/#social-requirements-for-all-remote-onboarding)--we assign a mentor or [onboarding buddy]({{< ref "onboarding-buddies" >}}).
We are so convinced in the power of onboarding well that we've created a [Complete Guide to Remote Onboarding for New Hires](onboarding/). To help new hires focus on [three key onboarding dimensions](https://hbr.org/2018/12/to-retain-new-hires-spend-more-time-onboarding-them)--[organizational](onboarding/#organizational-onboarding), [technical](onboarding/#technical-requirements-for-all-remote-onboarding), and [social](onboarding/#social-requirements-for-all-remote-onboarding)--we assign a mentor or [onboarding buddy](/handbook/people-group/general-onboarding/onboarding-buddies.md).
#### Assign a mentor or onboarding buddy
......
......@@ -23,7 +23,7 @@ These institutions are primarily colocated, but allow remote work. The day-to-da
{{< youtube "QFbrPR0jAYs?start=3" >}}
*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, GitLab co-founder and CEO Sid Sijbrandij chats with Maren Kate, founder at AVRA Talent Partners.*
*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, GitLab co-founder, Sid Sijbrandij, chats with Maren Kate, founder at AVRA Talent Partners.*
In discussing the decision to go all-remote at GitLab, Sid shares the following.
......@@ -35,7 +35,7 @@ In discussing the decision to go all-remote at GitLab, Sid shares the following.
>
> [Coming to the office] wasn't needed. They weren't getting any extra information. They were on Slack, on Zoom, in Google Docs, in GitLab pages, in GitLab Issues, in GitLab merge requests — they didn't need to be there.
>
> **It's not that people like their commute; it's just that people don't want to miss out.** If you make sure that people don't miss out, you can be remote, too. It takes a lot of effort and focus to make sure all conversations are captured appropriately and that everything is documented. - *GitLab co-founder and CEO Sid Sijbrandij*
> **It's not that people like their commute; it's just that people don't want to miss out.** If you make sure that people don't miss out, you can be remote, too. It takes a lot of effort and focus to make sure all conversations are captured appropriately and that everything is documented. - *GitLab co-founder, Sid Sijbrandij*
## Why do employees want hybrid-remote work?
......
......@@ -88,8 +88,8 @@ Learn more about how GitLab organizes community events in the [GitLab Meetup Gui
## Conferences
{{% cardpane %}}
{{% card footer="GitLab CEO Sid Sijbrandij and General Catalyst Managing Director Kyle Doherty kick off Making Remote Work. Photo by Slava Blazer Photography" %}}
![GitLab CEO Sid Sijbrandij and General Catalyst Managing Director Kyle Doherty kick off Making Remote Work. Photo by Slava Blazer Photography](/images/all-remote/making-remote-work-gitlab-gc-2019.jpg)
{{% card footer="GitLab co-founder Sid Sijbrandij and General Catalyst Managing Director Kyle Doherty kick off Making Remote Work. Photo by Slava Blazer Photography" %}}
![GitLab co-founder Sid Sijbrandij and General Catalyst Managing Director Kyle Doherty kick off Making Remote Work. Photo by Slava Blazer Photography](/images/all-remote/making-remote-work-gitlab-gc-2019.jpg)
{{% /card %}}
{{% /cardpane %}}
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......@@ -37,8 +37,6 @@ It's helpful to be transparent about your communication preferences so managers
## Formally design informal communications
<!-- TODO: Replace with screenshots. -->
> Sid Sijbrandij on [Twitter/X](https://twitter.com/sytses/status/1270721630537277442)
>
> When working remote it is important to formalize informal communication. Explicitly plan time to create, build, and maintain social connections and trust. In our handbook we list 15 methods https://about.gitlab.com/company/culture/all-remote/informal-communication/ which I'll summarize in this thread.
......@@ -49,7 +47,7 @@ Informal team member communications, such as a chat about life outside of work,
> During the pandemic, many businesses that were forced to work remotely discovered that productivity [increased](https://bfi.uchicago.edu/working-paper/why-working-from-home-will-stick). Many of these same businesses are now making plans to return to the office. One reason given is that not everyone can work from home. GitLab solves this by allowing people to [rent and expense work space](/handbook/finance/expenses#-coworking-or-external-office--space). Another reason given is that people miss working from a central office with co-workers. I don't think that people miss the commute or the office furniture. They miss informal communication. Central offices are an expensive, inconvenient, and indirect way to facilitate informal communication. It is more efficient to directly organize informal communication.
>
> For example, every person who joins GitLab has to schedule at least 5 coffee chats during their onboarding. We also have Ask Me Anything meetings with senior leaders, Group calls organized by different groups/departments, and over 15 other explicit ways to encourage employee connections and relationship building. Intentionally organizing informal communication enables the trust-building conversations that are essential for collaboration. This can be more effective than relying on chance encounters in a physical office. You can connect with team members throughout the world and across departments through a coffee chat. You may not meet people outside of your own floor in an office setting. - *GitLab co-founder and CEO Sid Sijbrandij*
> For example, every person who joins GitLab has to schedule at least 5 coffee chats during their onboarding. We also have Ask Me Anything meetings with senior leaders, Group calls organized by different groups/departments, and over 15 other explicit ways to encourage employee connections and relationship building. Intentionally organizing informal communication enables the trust-building conversations that are essential for collaboration. This can be more effective than relying on chance encounters in a physical office. You can connect with team members throughout the world and across departments through a coffee chat. You may not meet people outside of your own floor in an office setting. - *GitLab co-founder, Sid Sijbrandij*
{{% cardpane %}}
{{% card footer="Group social calls are a great way for remote teams to connect and bond" %}}
......@@ -63,7 +61,7 @@ Informal communication is important, as it enables friendships to form at work r
For all-remote companies, leaders should not expect informal communication to happen naturally. There are no hallways for team members to cross paths in, no carpools to the office, etc.
> If you do all-remote, do it early, do it completely, and change your work methods to accommodate it. Be intentional about informal communication. All-remote forces you to do the things you should be doing anyway, earlier. - *GitLab co-founder and CEO Sid Sijbrandij*
> If you do all-remote, do it early, do it completely, and change your work methods to accommodate it. Be intentional about informal communication. All-remote forces you to do the things you should be doing anyway, earlier. - *GitLab co-founder, Sid Sijbrandij*
In an all-remote environment, informal communication should be formally addressed. Leaders should organize informal communication, and to whatever degree possible, design an atmosphere where team members all over the globe feel comfortable reaching out to anyone to converse about topics unrelated to work.
......@@ -207,7 +205,7 @@ Examples:
{{< youtube "CH-NHoBOeho?start=496" >}}
In the Traction Conference [video](https://youtu.be/CH-NHoBOeho) above, GitLab co-founder and CEO Sid Sijbrandij shares how remote teams can stay connected with Frederic Lardinois of [TechCrunch](https://techcrunch.com).
In the Traction Conference [video](https://youtu.be/CH-NHoBOeho) above, GitLab co-founder, Sid Sijbrandij shares how remote teams can stay connected with Frederic Lardinois of [TechCrunch](https://techcrunch.com).
We understand that working remotely leads to mostly work-related conversations with fellow team members, so everyone at GitLab is encouraged to dedicate **a few hours a week** to having social calls/coffee chats with anyone in the company.
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......@@ -170,7 +170,7 @@ Hiring remote interns is hard. An organization shouldn't make it harder by conce
Interns must recognize that expectations for self-managing your time will likely be higher in a remote internship, while resources *may* be fewer if a company lacks a mature internship infrastructure.
It's important to ask questions during the interview phase to understand the work environment. You'll want to make sure you have a remote mentor or [onboarding buddy]({{< ref "onboarding-buddies" >}}) who will be available to answer questions related to working remotely.
It's important to ask questions during the interview phase to understand the work environment. You'll want to make sure you have a remote mentor or [onboarding buddy](/handbook/people-group/general-onboarding/onboarding-buddies.md) who will be available to answer questions related to working remotely.
Too, consider reading GitLab's [guide to evaluating a remote job](evaluate/) and ask relevant questions as you interview.
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