Ebook Remote Playbook

2020
The Remote Playbook

from the largest All-Remote company
in the world
• Learn the key steps every remote worker and manager should take now
• Get tried and tested tactics for building remote fluency in your organization
• The most comprehensive remote work guide from the largest all-remote company
2
Table of Contents
03 PREPARING FOR THE FUTURE OF WORK 16 MAKING THE TRANSITION
Five first steps for newly-remote leaders Create an ergonomic workspace
Five first steps for newly-remote employees Adopt a self-service and self-learning mentality
Make documentation everyone’s responsibility
08 THE STAGES OF REMOTE Managing a remote team
No remote Tips for hiring new team members
Remote-allowed
Hybrid-remote 20 REMOTE COMMUNICATION STRATEGIES
Remote, biased towards one time zone Documentation
All-remote, asynchronous across time zones Text-based communication
Asynchronous communication
12 THE FOUNDATIONS OF REMOTE WORK Informal communication
Facilitate informal communication Tools for effective communication
Document everything (yes, everything)
Have more organized meetings 28 ESTABLISHING A REMOTE COMPANY CULTURE
Align values with expectations How values contribute to an all-remote environment
Sustaining workplace culture in a remote environment
Avoiding burnout
Lifestyle and avoiding isolation
33 ABOUT GITLAB
34 CREDITS
Get the RemoteLab newsletter Follow us: #AllRemote

3
Preparing for the future of work
Due to recent events surrounding the global health crisis COVID-19 Today, GitLab is the world’s largest all-remote workforce with 1,200+
(coronavirus), many teams face a new reality: They’re remote and unsure employees across 67 countries, and we’ve been iterating and documenting
of when they’ll be able to return to the office. This playbook serves as a quick how to work remotely for years. This comprehensive guide contains our lessons
start guide to get your remote workforce up and running quickly and smoothly learned and proven methods on how to stabilize a remote workforce, diving
for short-term and long-term success. into topics including asynchronous workflows, meetings, communication,
culture, and management.
As technology and internet access has improved, more of the world’s
workforce opt to work from anywhere. GitLab’s recent Remote Work Report
revealed that 86% of respondents believe remote work is the future of work.
Today, a quarter of remote work settings are all-remote, where all employees
From very early on, we started
work remotely and in their native time zone. In addition to employee benefits
writing things down. Coming to the
like flexibility and zero commute time, remote work employers consistently
office] wasn’t needed. They weren’t
experience increased productivity, efficiency, and employee morale. In the
getting any extra information. They
words of Fast Company, “remote work isn’t going away anytime soon.”
were on Slack, on Zoom, in Google
Docs, in GitLab pages, in GitLab
Enabling a remote workforce is not “business as usual.” There are critical
Issues, in GitLab merge requests –
differences in managing in-office and remotely: communication, culture, and
they didn’t need to be there.
management must adjust. Luckily, remote work has rapidly increased over
— Sid Sijbrandij, co-founder
the years and there are several methods to make remote work a success.
and CEO at GitLab
The Remote Work Playbook aims to answer one simple question:
“How do I work remotely?” Whether it’s unwinding from offices completely
and going all-remote or attempting to level the playing field for in-office and
remote workers, the question of “how do we do this?” is a giant one. GitLab
has been working on the answer since 2014. For GitLab, being an all-remote
company didn’t start as an intentional decision; it was a natural evolution as
our first team members started to work from home. As a complete DevOps
platform, GitLab the product fundamentally changes how teams work by
bringing cross-team collaboration and communication into a single platform.
With everyone contributing to a single conversation within the tool, there
was little reason to congregate in an office.

4
Five first steps for newly-remote leaders ESTABLISH A COMMUNICATIONS PLAN

03
Consider an always-on video conference room per team,
ESTABLISH A REMOTE LEADERSHIP TEAM
01 where team members can linger, or come and go as they please.
Shifting a team or company to remote triggers a shockwave of This simulation helps acclimation, enabling team members to
change. Evaluate managers and rally a team of experts who have embrace the shift to remote in a less jarring way. It also shows
remote work experience, can communicate nuances, and serve intentionality around informal communication — an important
as resources to others. A core part of this team’s role will be to element that occurs spontaneously in an office, and needs an
document challenges in real time, transparently prioritize those immediate replacement in a remote setting.
challenges, and assign directly responsible individuals (DRIs)
to find solutions. Whatever your current view on transparency, leaders shouldn’t
hold back during this time. It’s vital to maintain perspective
During the transition, executive assistants can function through this shift. Everyone reacts to remote work differently,
as documentarians in meetings and cascade internal and not all homes are ideal workspaces. This can (and likely will)
communications to the rest of the organization. feel uncomfortable, and team members will expect frequent
updates as leaders iterate on their communication plan in
ESTABLISH A HANDBOOK real-time.
02
This will serve as a single source of truth and should be For a fast-boot on this front, consider replicating GitLab’s public
communicated company-wide. DRIs should continually update it communication guide.
with common questions around tools and access. This can start as
a single company webpage or repository in Notion or Ask Almanac,
MINIMIZE YOUR TOOL STACK
and will serve you well even after the current crisis subsides. One
of the most sizable challenges when going remote
04
While functioning remotely, strip the tool stack down to a
is keeping everyone informed efficiently. Put concerted effort minimum. Google Docs, a company-wide chat tool (like Microsoft
in systematically documenting important process changes in Teams or Slack), and Zoom are all you need to start. If your team
a central place to minimize confusion. needs access to internal systems through a VPN, ensure that
everyone has easy access and clear instructions on usage.
Working well remotely requires writing things down.
For companies who don’t have an existing culture of
documentation, this will prove to be the most difficult shift.
Aim to funnel communication into as few places as possible to
reduce silos and fragmentation. You’ll want to proactively solve
for mass confusion when it comes to finding information —
policies, protocols, outreach mechanisms, messaging, etc.

5
DRIVE CHANGE
Five first steps for newly-remote employees
05
We’re naturally resistant to change — particularly forced change
CARVE OUT A DEDICATED WORKSPACE
during times of uncertainty or crisis. Leaders have to meet this 01 (ACHIEVING FOCUS)
reality head-on. An all-hands approach to recognizing the new
reality is advised to empower everyone to contribute to the
success of a remote model. Where you work is as important as what you work on and who you
work with. Ideally, you can use a dedicated space or room purely
For companies with a strong „in-office experience,” it’s vital for for work. If not, even a simple curtain to block off a workspace
leadership to recognize that the remote transition is a process, can usher you into a place of focus. Consider spaces in your home,
not a binary switch to be flipped. Leaders are responsible for coworking venues, etc. where you can be free from distraction.
embracing iteration, being open about what is and isn’t working, Pay close attention to ambient sounds, visual distractions, and
and messaging this to all employees. Managing a remote areas of high traffic. Aim to dedicate a space where only work
company is like managing any company. It comes down to trust, occurs, enabling you to focus while you’re there and disconnect
communication, and company-wide support of shared goals. when you exit. The execution of this will look different depending
on your workspace and who is present during your working hours,
but the key is to find a space that is purely for work.
SEPARATE WORK FROM LIFE (PREVENTING BURNOUT)

02
This is likely to be the most difficult hurdle to clear, particularly
for new work-from-home employees who have family in the
home. You should have a dedicated conversation with family,
helping them understand that just because you're home, that
doesn't mean you're available. A shortcut to boundary setting
is this: "If it's important enough that you'd commute to my usual
office and come to my desk, then it's important enough for you
to visit my home workspace." You may also consider a busy /
available indicator.
For families who aren’t used to this, boundaries can be difficult

to establish and maintain. When an employee is visibly at home,
it may signal to other family members that they’re accessible.
This tends to be particularly vital to discuss with children, who
may struggle to understand why a working parent is in the home

6
but unable to engage with them. By explaining that a working • Drop any shame or embarrassment. Everyone is in the same boat
parent is able to spend more time engaging before and after work — a forced work-from-home arrangement with no preparation.
due to dropping the commute, it helps spotlight the benefits to Don't worry about your background, and feel welcome to let your
a child. Furthermore, consider arranging your work schedule to pets and family find their way into calls
allow for a midday activity with a child. By having a midday break on occasion. It humanizes the experience and reminds everyone
and explaining that this wouldn’t be possible if a parent worked that we're people first, and colleagues second.
in an office, it can help reinforce boundaries.
• Connect with family and community. Working remotely
gives you an opportunity to spend time with a different set
When there's no physical office to leave, it's easy to work longer
of people than just your coworkers. Look for opportunities
than is expected (or healthy). If useful, set reminders to begin and
to build bonds with others, which may have been impossible
end work, and plan activities to fill the void where a commute
or limited when you had a commute.
once stood. Proactively planning what you'll do with your
commute time is key to ramping into a workday and ramping
RESPECT THE ROUTINE, BUT EXPERIMENT
off. This will look different for each individual, but leaving your
home for a walk or running an errand is a great way to create
04 WITH CHANGE (FINDING STRUCTURE)
unmistakable separation. While asynchronous workflows is a significant benefit of an all-
remote team, temporary work-from-home arrangements may be
DON’T STOP ENGAGING WITH PEOPLE less amenable to massive swings in time zone adoption. If this is
03 (AVOIDING LONELINESS) the case, it's wise to formulate a routine that closely aligns with
your prior routine. As mentioned above, the key is proactively
When there’s no office to influence spontaneous informal
filling the space that once held your commute. Aim for using this
communication, you must be intentional to weave it into your day.
time to make yourself healthier. Exercising, resting, bonding with
family, cooking, reading, studying, etc. — all great options. If you
• Schedule regular virtual coffee chats using a video call. aren't careful, that time can be squandered and the lines between
• Experiment with video-based chat tools like Yac. sleeping and working are blurred.
• Create an always-on video conferencing room that your team

However, don’t feel beholden to a routine. A perk of remote is
can work from. (And remember, in a remote setting, it's OK
the ability to experiment with unconventional working days. It's
to look away!)
understood that not everyone shares the same peak hours of
• Talk about what you normally would. If sports, vacation plans, energy and focus. If you feel that you work best in late evenings,
and hilarious tales of insubordination by children are common for example, have that conversation with your team and
water-cooler material, work with your team to establish a chat experiment with a non-linear workday, a term that describes
channel to discuss things outside of work. The medium may the splicing of life and work in a deliberate stop-and-start
be different, but the connection is the same. fashion to maximize one's quality of life and work.

7
ROLL WITH THE CHANGES (EMBRACING ITERATION)

05
Relax: you aren't born knowing how to work from home.
Companies built on the expectation of gathering people in the
same shared physical space each day will experience acclimation
pains when adjusting to a purely work-from-home environment.
If not taken in stride, this friction can cause serious harm —
operationally as well as culturally.
Remember that transitioning to remote, even if temporary, is a

process. You cannot copy an in-office environment and paste it
into a remote one expecting everyone to function as usual.
It's important to over communicate with your team as you adjust.
Speak up about issues. Offer solutions for communication gaps.
Seek advice on how others have carved out dedicated places of
work within their home. Crowdsource advice from within your
organization. Look for opportunity in the midst of what will likely
feel like a chaotic, destabilized situation. Remote is a chance
to rethink how you live and work, and though it may sound
counterintuitive, unleashing your imagination to take advantage
of your new working reality may lead to long-term efficiencies.

8
The stages of remote
There are different levels of remote work and every organization has unique needs. It’s important to know the stages of
remote work when considering what’s best for the long term as there are advantages and disadvantages to each.
(source: The Remote Work Report)

9
No remote Remote-allowed
Some enterprises don’t allow for any remote work. This could be due to a Also called “remote-tolerated”, this stage of remote allows approved
leadership mandate, or the nature of the business itself. For example, medical employees in a company to work some (but not all) days outside the office.
care, live events, and manufacturing can’t successfully complete tasks while
remote. This is commonly seen in agency and corporate environments where "remote
Fridays" are sold as a perk to employment. In such scenarios, it’s clear that
It’s worth noting that we are seeing new opportunities for remote work arise leadership isn’t piloting remote work as a means to judge the feasibility of
thanks to technological advancements. The da Vinci Surgical System, for all-remote, but rather compromising with employee demands for greater
instance, has been used in telesurgery, and communications infrastructure is flexibility.
robust enough in some locales to support remote broadcasting.
These employers are tolerant of some work outside of the office, but
Multinational corporations with offices across the globe are inherently remote. still expect an individual to spend the bulk of their time in the office.
An employee in one office is remote to another employee in another office, and
a refusal to recognize this reality can make collaborating across offices difficult.
Learning how to facilitate remote work can be beneficial to “non-remote”

companies.

10
Hybrid-remote 4. Managing guilt. It’s not uncommon to hear remote workers express guilt
if they work in a company that is primarily colocated. Their socialization
Hybrid-remote is more common than all-remote as it’s easier for large,
involves colleagues who may complain about commutes, or express
established companies to implement. In a hybrid-remote scenario, there are
sadness due to an inability to attend family functions. There are
one or more offices where a subset of the company commutes to each day,
inequalities in this arrangement as the remote employee has to empathize
paired with a subset of the company that works remotely.
with colleagues despite not being required to endure the same inflexibility.
For employers who are committed to a colocated model, but wish to expand 5. The burden of lobbying for remote. If an employee is hired in a remote
their recruiting pipeline beyond their HQ, allowing remote employees can be capacity, but this arrangement is not supported equally across teams and
beneficial. Employers may be able to find exceptional team members in a more managers, a situation may arise where the remote employee is constantly
diverse array of locales, pay them local rates, and sidestep ongoing talent wars justifying the perceived privilege of not being forced to commute into a
in major metropolitan areas. physical office.
6. Determining whether remote is truly offered and supported. Many large
Employees looking for additional freedom, autonomy, and workplace flexibility companies will tolerate remote employees, but they won’t openly advertise
will likely view "some remote" as better than "no remote" but hybrid-remote roles as remote, nor will they publicly admit that they support remote
can have some disadvantages: work. This creates an exhausting game of hide-and-seek when searching
for roles, in addition to searching for remote-friendly managers and teams
1. Hybrid-remote employees may have less access to information. Unless within such an organization.
you work for an employer that documents everything, you may be asked
to handle your day-to-day duties with less or incomplete information 7. Risk of being made an example of. It’s possible for remote employees in a
compared to in-person colleagues. Over time, this can lead to mistakes, primarily colocated company to be asked questions like "So, how did you
confusion, frustration, and even underperformance. finagle a remote arrangement?" This places remote employees in a difficult
situation. Either they choose to champion the cause of empowering even
2. Fewer career and development opportunities. Hybrid-remote employees more colleagues to work remotely, potentially harming their reputation,
who are out of sight may be passed over for promotions, advancement, or they seem unhelpful by keeping the perceived perk to themselves.
and development opportunities. They may also have fewer opportunities
to move horizontally within the organization, and less influence to create 8. Demands for overperformance. When you're a remote employee
a new role to serve evolving business needs. working with colleagues who endure long commutes each day,
you may encounter pressure to deliver results beyond those expected
3. The feeling of being a satellite office. Hybrid-remote employees may feel of in-person team members. This stems from a toxic culture of envy,
isolated from the rest of the company. It’s important to ask during the where colocated employees deduce that if they must endure inflexibility
interview process how remote colleagues are onboarded, included, and and commutes, remote colleagues must produce additional results
perceived by others. Some employees may not be fazed by this treatment, so as to not get off easier.
but it can take a mental and emotional toll on others.

11
Remote, biased towards one time zone What "all-remote" does not mean
Certain companies allow employees to work remotely but maintain "core team The terms "remote" and "distributed" are often used interchangeably,
hours." InVision Studio, for example, has members spread across multiple but they're not quite the same. “Remote" is preferred because "distributed"
countries and time zones, but aims to achieve "at least a 4-hour overlap with suggests multiple physical offices. "Remote" is the most common term to
InVision’s core team hours, 10am–6pm Eastern Standard Time." refer to the absence of a physical workspace, and being able to do a job from
anywhere—at home with family, a coffee shop, traveling, or wherever is most
This tends to attract employees who are in relatively close proximity to comfortable and productive. All-remote does not mean isolated: Technology
one another, or at least in a nearby time zone even if located in a different allows coworkers to stay closely connected whether through text or in real
hemisphere. time via video conferencing.
All-remote, asynchronous across time zones At the organizational level, "all-remote" doesn’t mean simply offshoring work,
it means we're able to hire the best talent in the world. It's also not a manage-
An all-remote company means there is no office where teams work. In all-
ment paradigm. You still have a hierarchical organization, but with a focus on
remote companies, there’s no effort to align team members to a given time
output instead of input.
zone. Rather, a bias towards asynchronous communication encourages docu-
mentation, discourages synchronous meetings as a default for collaboration,
All in all, remote is fundamentally about freedom and individual choice and
and provides greater flexibility for each member to determine the working
valuing results, regardless of where work is done.
hours that best suit their lifestyle.
For example, GitLab is a 100% remote company, where each individual works
remotely and there are no company-owned offices. With team members in
over 65 countries, many time zones are considered. This goes beyond enabling For employees, being part of an
a work from home arrangement; all-remote creates a work from anywhere all-remote company does not mean
arrangement. working independently or being
isolated, because it's not a substitute
for human interaction.

12
The foundations of remote work
Traditional, on-site companies often take processes, camaraderie, and culture for granted. In a remote
environment, these traits have to be cultivated deliberately, a difficult task that becomes easier once
organizations embrace the foundations of remote work instead of trying to make remote work with
an on-site mindset.
Facilitate informal communication

Having a social connection with coworkers builds trust within your organization. When everyone works
remotely, casual interactions don’t happen organically in a breakroom or with a quick stroll around the
office. This lack of natural interaction is considered to be a drawback of remote work, and that’s why
remote companies need to facilitate these interactions for their teams.

13
At GitLab, we rely heavily on video

calls and encourage everyone to
connect and bond as empathetic
beings with interests, emotions,
fears, and hopes—not just COMPANY CALL GROUP CONVERSATIONS COFFEE CHATS
colleagues. We recommend
A company-wide video call Four times a week, the company Instead talking around a coffee
everyone at GitLab dedicate
where team members can join gets together virtually to discuss maker in a breakroom, schedule
a few hours a week to having
discussion groups on a wide an area of the business. Slides these one-on-one meetings
social calls with anyone in the
range of topics. To make this are provided for context but not on a video call at a time of
company. We do this in a few
meeting easier across time zones presented. your choosing. The Slack app
different ways:
and to encourage participation, Donut can randomly choose
we have these meetings multiple a coffee partner to facilitate
times per day. introductions.
COWORKING CALLS SOCIAL HOURS SLACK ZOOM

These video calls are scheduled Informal social calls organized Use Slack channels for informal Visual engagement helps us
working sessions where team within immediate teams to get communications throughout the relate to each other on a more
members can work through to know each other on a more company, whether it's a team- personal level. In fact, when our
challenging tasks with a personal level. specific channel, a channel team members meet face-to-
coworker, or simply hang out dedicated to a specific hobby face for the first time, the most
while each person works on their (like video games or cooking), or surprising factor is usually each
own tasks. even sharing cute pet photos. person's height.

14
Document everything (yes, everything) Have more organized meetings

At on-site companies, people can visit your desk to ask a question or just listen "How do you do meetings right?" is a common question asked of all-remote
to conversations going on around them. While these are certainly convenient companies like GitLab. The truth is that much of the same advice that is
for receiving quick answers, they can also be distracting and make companies applicable to in-person meetings also applies to meetings within an all-
less productive. By adopting a handbook-first approach, team members have remote company, with a few notable distinctions.
“a single source of truth” for answers. Even though documentation takes a little
more time upfront, it prevents people from having to ask the same question MAKE MEETINGS OPTIONAL
repeatedly. Remote work is what led to the development of GitLab’s publicly When you work in a global, all-remote company, the usual assumptions about
viewable handbook. availability are opposite the norm. Coordinating over many time zones can
make synchronous meetings impractical and inefficient. Anyone who has
DOCUMENTING COMPANY GOALS worked in a corporate environment has likely seen the sarcastic "I Survived
Each department and team's quarterly goals, or "objectives and key results" Another Meeting That Should Have Been An Email" award. Don’t book a me-
(OKRs), are clearly documented in our handbook for visibility across the com- eting by default — strive to make meetings optional.
pany. We revisit these goals monthly, so there's as much transparency as possi-
ble around how each team progresses. You should aim to record all meetings, particularly when key individuals aren't
able to join live. This allows team members to catch up on what transpired,
DOCUMENTING ONBOARDING
adding context to notes that were taken during the meeting.
Our approach to documentation also helps with onboarding new team
members, because everything they need to know is in one place. We also
HAVE AN AGENDA
have an extensive onboarding template and we host a GitLab 101 for new
hires to ask questions. We're often asked, "But how do you whiteboard without everyone physically
together?" This is where our approach to meetings differs significantly from
DOCS INSTEAD OF WATER COOLERS many on-site companies, but also one of the ways we’re able to be more efficient.
Documentation helps with transparency, which is critical to remote work.
While decisions made around office water coolers may be familiar in tra- At GitLab, we use Google Docs for collaboration and make sure every
ditional workplaces, the input is limited to those present. Those who are meeting has an agenda for documenting discussions, decisions, and
not present feel left out and miss a valuable opportunity to hear different actions. Everyone in the meeting can add notes at the same time, and
perspectives. we even finish each other's sentences sometimes.
This way of working is more inclusive. By documenting everything, By brainstorming in text - rather than drawings - we're forced to clearly articu-
no one is left out of the conversation and a diverse set of perspectives late proposals and ideas, with less room for interpretations. A picture may be
can be heard. worth a thousand words, but it's also open to as many interpretations as there
are people viewing it. With Google Docs, we use indentations to go more in-
-depth on a given topic. This method retains context for comments and discus-
sions, even if someone wasn't present for the original conversation.

15
Align values with expectations Key takeaways

Values drive action. If your values are structured to encourage conventional colocated workplace norms 1. Facilitating informal communication and
(such as consensus gathering, or recurring meetings with in-person teams), rewrite them. If values are in- social connection is crucial to establishing
consistent with the foundation of remote work, there’s bound to be disappointment and confusion. Values trust.
can set the right expectations and provide a clear direction for the company going forward. At GitLab, we
2. Document everything and adopt a
are proof that all-remote teams can be just as, if not more productive, than traditional teams, and that’s
“handbook-first” approach for company
because we have aligned our values with remote work every step of the way.
communication.
You’re welcome to study GitLab's values, and learn more about how this collection contributes to an all- 3. Making meetings optional, require every
remote environment. meeting to have an agenda, take diligent
notes, and record meetings for absent
attendees.
4. Structure company values to support
a remote work environment.
DO
• Encourage social interaction
• Document everything
• Have meetings when necessary
DON’T
• Limit interaction to work-related topics
• Rely on 1:1 transmission of information
• Making meetings mandatory

16
Making the transition
The reality is that almost every company is already a remote company. If you have more than one office,
operate a company across more than one floor in a building, or conduct work while traveling, you are a
remote company. It behooves all teams to adopt remote-first practices, even if some interactions occur
in a shared physical space.
Create an ergonomic workspace

While long-term remote workers have had years to tweak and iterate on their home office, those who are
thrust into working from anywhere may be ill-prepared. Organizations shouldn’t expect team members to
be masters in office design and ergonomics. What works best for one person will look different to another
person. The goal of office ergonomics is to design your workspace to allow for a comfortable working
environment for maximum productivity
and efficiency.
On the following page are some tips from the Mayo Clinic on how to arrange your workstation.

17
CHAIR DESK FOOTREST

Choose a chair that supports your spinal Make sure there's clearance for your knees, If your chair is too high for you to rest your
curves. Adjust the height of your chair so that thighs, and feet. If the desk is too low, place feet flat on the floor—or the height of your
your feet rest flat on the floor or on a footrest sturdy boards or blocks under the desk legs. desk requires you to raise the height of your
and your thighs are parallel to the floor. If it's too high, raise your chair. Support your chair—use a footrest. If a footrest is not
Adjust armrests so your arms gently rest feet as needed. Don't store items under available, try using a small stool or a stack
on them with your shoulders relaxed. your desk. GitLab recommends having an of sturdy books instead.
adjustable standing desk to avoid any issues.
KEYBOARD & MOUSE MONITOR TELEPHONE

Place your mouse within easy reach and on Place the monitor directly in front of you, If you frequently talk on the phone and type
the same surface as your keyboard. Keep about an arm's length away. The top of the or write at the same time, place your phone
your wrists straight, your upper arms close screen should be at or slightly below eye on speaker or use a headset rather than
to your body, and your hands at or slightly level. The monitor should be directly behind cradling the phone between your head
below the level of your elbows. Use keyboard your keyboard. If you wear bifocals, lower the and neck.
shortcuts to reduce extended mouse use. monitor an additional 1 to 2 inches for more
Keep regularly used objects close to your comfortable viewing. Place your monitor so
body to minimize reaching. that the brightest light source is to the side.

18
Adopt a self-service and self-learning mentality Make documentation everyone’s responsibility

All-remote companies thrive through documentation. Crucially, this requires The ideal response to learning an answer is to document said answer in an act
every team member to be equally invested in perpetuating documentation, of paying it forward, such that every new hire that comes after will be able to
creating a virtuous cycle of self-searching, self-service, and self-learning. find this information more quickly. Plus, it removes the company-wide burden
of having to develop this answer from scratch again. This mentality encompas-
ASSUME YOUR QUESTION IS ALREADY ANSWERED ses many sub-values.
It's not what you know, it's knowing where to look. This is true at GitLab
and other organizations that are intentional about documenting processes,
1. Write things down
and it is entirely counter to how typical work environments are structured.
2. Be respectful of others' time
It is imperative that new team members operate with the assumption that 3. Responsibility over rigidity
their questions are already answered. This is a profound process shift that
may feel unnatural and inefficient. 4. Move fast by shipping the minimum viable change
5. Ambitious
For team members this requires retraining. You must force yourself to
not default to tapping on the virtual shoulder of someone as soon as an 6. Ownership
inquiry comes to mind. Rather, team members should redirect that effort 7. Sense of urgency
into searching.
8. Bias for action
For many companies, the frenetic pace of business creates a false sense of
justification for bypassing documentation. Once this happens, the only way
to consistently learn is to ask another person repeatedly. At scale, this is an
extraordinarily wasteful process that leads to exhaustion, watered-down
instructions, and huge knowledge gaps as team members cycle in and out.
Most employees are not empowered to shift an entire company culture to

one that favors documentation. Thus, one typically builds a skillset of how
and when to ask other humans in order to extract information vital to achieving
their goals. They know it's a suboptimal approach, but may feel that they have
no reasonable alternative. When you aren't given a handbook that is regularly
updated and reliably actionable, it feels odd to seek answers first in documen-
tation. Humans tend to trust other humans more than words written in an
online repository, which is why it's so vital to humanize a handbook by
empowering all members of a company to contribute.

19
Managing a remote team Key takeaways

"How do you manage when everyone is remote?" is a common question for those leading or managing 1. The reality is all companies are already
within an all-remote company. remote in some way; adopt remote-first
practices even if some interactions occur in a
In truth, managing an all-remote company is much like managing any other company. It all comes physical space.
down to trust, communication, and company-wide support of shared goals, all of which aid in
2. Take care to create an ergonomic and efficient
avoiding dysfunction. Remote forces you to do the things you should be doing way earlier and better.
work space. The optimal work environment
It forces discipline that sustains culture and efficiency at scale, particularly in areas that are easily
will likely vary from person to person.
deprioritized in small colocated companies.
3. Documentation is everyone’s responsibility.
It's important to not assume that team members understand good remote work practices. Managers are When you ask a question
expected to coach their reports to utilize asynchronous communication, be handbook-first, design an and receive an answer, write it down.
optimal workspace, and understand the importance of self-learning/self-service. Leaders should ensure
DO
that new remote hires read a getting started guide, and make themselves available to answer questions
throughout one's journey with the company. • Adopt a remote-first mentality
• Focus your workspace
Tips for hiring new team members • Document answers to questions
1. Be clear and direct in all communications with candidates. Virtual interviews can be tough for
both sides, so set expectations for both yourself and the candidate at the beginning of the process.
DON’T
Encourage questions, ask for clarification when needed, and be helpful and responsive with any
follow-up interactions. • Try to replicate the in-office environment
2. Look for candidates that align closely with company values. While working remotely, it’s important • Tap on the virtual shoulder for answers
to stick to company values in order to maintain a team mentality – so it will help to assess candidates
for those values too.
3. Look for qualities that make a strong remote employee. Those include timeliness, dependability,
respect, collaboration, perseverance, empathy, kindness, and ambition.
4. Use video calls to interview and engage with candidates. Knock down some barriers to
communication with video conferencing. Inform candidates ahead of time that the call will be
through video, to give them time to prepare and ensure a stable internet connection.

20
Remote communication strategies
Implementing effective communication strategies is an integral component in developing a strong remote

work environment. Good communication habits enable team members to feel connected to others and
aware of business decisions and operations. Communication is the solution to ensuring that teams don’t
feel isolated and lost.

21
Documentation Text-based communication

The motto of remote work should be: “The faintest pencil is better than Textual communication can feel unusual or even uncomfortable for those who
the sharpest memory.” All companies should strive to write things down— come from a colocated environment, where in-person meetings and vocalized
to document everything from meeting notes to quarterly objectives. communiques are the norm. Embracing text communication and learning to
Documenting everything enables a stronger, more informed, use it effectively requires a mental shift. Mastering this should be seen as a
more trusting, and more connected team. long-term commitment, though there are tips to breaking down barriers and
experiencing benefits.
Daily documentation
WHY TEXT COMMUNICATION IS IMPORTANT FOR SUCCESSFUL
Before meetings, the lead should create an agenda and ask participants
REMOTE WORKING
to review and add items for discussion. During meetings, participants
can write down decisions, ideas, or notes. Because teams are distributed, In remote environments with team members spread across an array of
documentation helps team members understand who is responsible for time zones, communicating through text is ideal. Not only is it inclusive
specific tasks or understand the reasoning behind decisions. and considerate, but a bias towards communicating through text creates
a company that documents everything.
This is one of the harder things to apply on a daily basis. Taking the time
to document a solution isn't very satisfying in the moment, and is easy Documentation is an essential competitive advantage. Companies which
to deprioritize when other seemingly urgent tasks seek your attention. rely on vocalizing end up repeating themselves in meetings, creating an
inefficient environment with tremendous opportunity for knowledge leaks.
To relieve tension, empower DRIs to make decisions. It's vital to place a high While communicating and documenting through text may feel like a burden
degree of value on pausing to document. This requires leadership to praise in the moment, it prevents a toxic cycle of meetings and touch points which
and reward the act of documenting, measuring these contributions as serve only to "bring people up to speed."
diligently as one would measure sales or conversions. Communicating answers to problems via text makes documentation easier.
This also requires humility, and a recognition that human memories aren't It's vital to understand that nurturing this habit serves more than the person
perfect. It's impossible to predict the future, but documenting a solution as receiving the answer. It is, in essence, paying it forward. Documenting solutions
soon as it’s discovered guarantees that the answer will be available should makes a more efficient future for every new hire who joins and asks the same
it ever be needed later. question, not to mention existing team members who join a project
or conversation midstream and need to understand what steps have
been taken thus far (and why).

22
Below are several reasons to master the art of textual communication Here are a few considerations:
in a business.
1. The goal of low context is to be considerate of the people or audience
• Allows for team members to work asynchronously you're speaking to. It's important to recognize that what you write may be
read in the future, or by someone coming into the conversation at a time
• Information is available to all at the same time
after the initial thread began.
• Allows for deliberate thought and processing time
2. This is one of the more challenging elements to master, particularly for
• Inherently inclusive (works with screen readers and translation tools) those coming from careers in colocated spaces. In colocated environments,
• Easily queried via keyboard or script 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
• Can be structured and formatted to showcase a train of thought and the feelings of others.
3. Getting oneself in a low context frame of mind can be useful. Start by
assuming that recipients of your communication don't know anything
Documentation is an essential
about the topic, and wish to learn as much as possible as fast as possible.
competitive advantage.
4. It’s easy to imply your experiences with text communication, but
remember that not everyone has similar life experiences to relate to, hence
Understanding low-context communication the need to be precise.
Providing as much context as possible can help decrease confusion and 5. Be specific so that you force yourself to think through what you’re saying.
misunderstanding. Generally, there’s value in taking the time to be deliberate about
communications. Re-read communiques before sending, particularly if
they may be perceived as negative or inflammatory. The ability to self-edit
before sending is a boon to text communication. Vocalized words cannot
be unsaid once uttered.
6. Aiming for precision in communication requires you to put yourself in
another person’s shoes and to understand their current perspective. It's
important to view text communication not as a way to impose your will,
but as a means to listen, understand, and collaborate.
7. This isn't suggesting that your communication should be cold or clinical.
In the GitLab #thanks Slack channel, for instance, we encourage team
members to be specific about what they are thanking someone for, such
that you don't need prior context to understand how a value was lived.

23
Why text communication can be difficult Letting values guide communication

The internet is forever. Words have impact long after they are written, Text communication can be easily derailed, and assumptions can lead to
and even when you're communicating internally, the manner in which good-mannered communiques being viewed as a slight. Here are useful
you speak with one another should be viewed through an external lens. values to reference if you are unsure how to communicate through text:
For those who struggle with this, consider what you would type if your mana- • No ego (Don't defend a point to win an argument or double-down on a
ger or a family member were in the room observing the conversation. This tip mistake.)
will not serve all scenarios, but it's worth considering if stakes are high in a
• Assume positive intent (If a message feels like a slight, assume positive
conversation.
intent while asking for clarification.)
Below are several reasons why text communication can be difficult. • Get to know each other (Building a rapport enables trust.)
• Say thanks (Taking every opportunity to share praise creates a climate
• Cultural and communication style differences where feedback is viewed as a gift rather than an attack.)
• Delay in immediate feedback (due to time zones or other meetings) • Kindness (It costs nothing to be kind, even if you don't believe someone
• Lack of non-verbals deserves it.)
• Emotional distance • It's impossible to know everything (You can't know how your words are
interpreted without asking.)
• Tough to fully consider the scope of your audience(s)
• Short toes (GitLab is a place where others can feel comfortable with others
It’s important that managers lead the way in helping their teams feel comfor-
contributing to their domains of expertise.)
table in communicating in this way. Patience, understanding, and positivity
should also be encouraged to prevent team members from feeling attacked or
misunderstood. If, during a text conversation, you feel that someone is not communicating in
the spirit of a company's values, respectfully ask if they believe that they are in
a 1-1 setting. It's easiest to assume the worst and quietly disengage, but doing
so creates several additional problems. One, the person communicating isn’t
given the gift of feedback, so their perspective will not change. Two, the person
concerned remains timid about communicating with someone, which can lead
to toxicity and dysfunction if unaddressed.

24
Asynchronous communication Creating good habits

In a world dictated by calendars and schedules, people are conditioned to Asynchronous communication means we get information when we can handle
operate in synchronicity—a manner in which two or more parties exert effort to it—usually not “live.” This is important, since most people need head space to
be in the same place (either physically or virtually) at the same time. Asynchro- focus on what they do.
nous communication is the art of communicating and moving projects forward
without the need for additional stakeholders to be available at the same time The first step in creating an atmosphere where colleagues are comfortable
your communique is sent. working asynchronously is to avoid the mentality that meetings are necessary.
By making meetings optional, recording and documenting everything, diligen-
In a remote setting mastering asynchronous workflows is vital to avoiding tly following agendas, and leveraging the right tools, remote companies are
dysfunction and enjoying outsized efficiencies. Increasingly, operating asyn- less reliant on being online at the same time.
chronously is necessary even in colocated companies, especially when multiple
time zones are involved. This mentality must be actively reinforced. For example, in team social calls
where dozens of people join a video chat to bond as a team, an agenda allows
those who cannot make it to add shout-outs or discussion points that others
Mastering the art of communicating asynchronously has a prerequisite: docu- can verbalize. This is an intentional approach to not only working asynchrono-
mentation. At its core, asynchronous communication is documentation. It’s usly, but also socializing asynchronously.
delivering a message in a way that doesn’t require the recipient(s) to be availa-
ble — or even awake — at the same time. Leonardo Federico, co-founder at Sametab, offers an interesting perspective
on asynchronous communication, noting that it provides more optionality:
If your organization has no standardized method of documentation, establish You can minimize interruption by setting up a “preference list” for how to
that first. Otherwise, team members will be left to determine their own me- contact your remote team. Asynchronous also refers to the fact that you’re not
thods for communicating asynchronously, creating a cacophony of textual expected to immediately respond if, for example, a colleague or even your boss
noise which is poorly organized. emails you on the weekend. Just reply on Monday. Likewise, if something is
urgent, team members can ping someone on chat whenever—that’s how team
members can filter through information to know whether something is urgent.
In a remote setting mastering

asynchronous workflows is vital to
[Asynchronous] allows you to reorganize the company in
avoiding dysfunction and enjoying
a divisional organization more easily and embrace remote
outsized efficiencies.
working even if you’re colocated. Everything that works in
an async fashion can also work sync but not vice-versa.

25
Meetings
Have as few mandated meetings as possible. The notion of "optional meetings"
is absurd to those who only think in terms of synchronous communication— Asynchronous companies should implement a low-context
you're either at a meeting to contribute, or you aren't. The beauty of asynchro- culture so that communication is precise and direct.
nous is that team members can contribute to meetings that occur while they
sleep.
Meetings are more easily made optional when each one has an agenda and a
Google Doc attached to each invite. This allows people to contribute questions/
input asynchronously in advance, and catch up on documented outcomes at a
Informal communication
later time. In colocated environments, informal communication is naturally occuring.
When individuals are physically located in the same space, there are ample
The person who called the meeting is responsible for contextualizing the out- opportunities to chit chat and carry on conversations outside of formal
comes. By placing this burden on the meeting organizer, it acts as a filter for business settings.
whether a meeting is truly necessary. That's a big responsibility, which keeps
the quantity of meetings in check. Making social connections with coworkers is important to build trust within
your organization. One must be intentional about designing informal commu-
nication when it cannot happen more organically in an office.
Plugging the knowledge leak
Asynchronous companies should implement a low-context culture so that com- Informal communication is important, as it enables friendships to form at
munication is precise and direct. Team members forecast what questions may work related to matters other than work. Those who feel they have genuine
be asked and add in as much context as possible in its delivery. By assuming friends at work are more likely to enjoy their job, perform at a high level, feel
that the recipient is asleep, or perhaps doesn't even work at the company yet, invested in the company, and serve others within the organization. For remote
this added context removes ambiguity and decreases the likelihood of misin- companies, leaders shouldn't expect informal communication to happen natu-
terpretation. rally. There are no hallways for team members to cross paths in, no carpools
to the office, etc.
This may feel inefficient, as communiques may take longer to compose. In a remote environment, informal communication should be formally addres-
However, the long-term benefits are remarkable. At GitLab, we have years sed. Leaders should organize informal communication, and to whatever degree
of documented decisions loaded with context. This enables new hires to sift possible, design an atmosphere where team members all over the globe feel
through archives to understand what went into a decision. comfortable reaching out to anyone to converse about topics unrelated to
work.
As companies scale, people will come and go. By utilizing asynchronous
communication, an organization is able to retain knowledge throughout
these natural cycles.

26
Devote time to fostering

“Using emoticons, emoji, and stickers can supplement the lack
relationships of human nonverbal cues in a computer-mediated environment.
If you've spent any length of time in a corporate The results show that proper use of emoticons, emoji, and
setting, you've probably seen a company institute stickers, especially positive emoticons, is conducive to both
a regular "happy hour," to gather employees to relationship formation and cognitive understanding. They
converse about topics unrelated to work. In remote not only help participants express emotions and manage
environments, there should be a greater emphasis interrelations but also function as words to aid message
on dedicating time to building bonds. comprehension.”
— Ying Tang and Khe Foon Hew, researchers at the University
Remote teams can have informal social calls orga- of Hong Kong
nized within immediate teams to get to know each
other on a more personal level, such as a “show
and tell” call or a “happy hour” to chat about week-
end plans.
Using emojis to convey emotion
Though emojis have commonly been reserved for personal conversations that occur outside of the wor-
kplace, remote employees should feel comfortable using them in everyday discourse with team members.
Leaders shouldn’t expect informal Perception has shifted on using emojis in professional settings. In Slack alone, over 26 million custom emoj-
communication to happen naturally. is have been created since the feature was introduced. In all-remote settings, where you may never meet a
Organize informal communication and colleague in person, leveraging visual tools to convey nuance in tone, emphasis, and emotion can lead to
design an atmosphere where team more empathy and a tighter human connection.
members feel comfortable reaching
out to anyone to converse on non- Emojis can create a more inclusive communication environment. When you're working with colleagues
work related topics. where the business language isn't someone's first language, more universal indicators (e.g. "eyes" for "I've
seen this" or "smile" for positivity) can reduce the mental burden of deciphering a message.

27
Tools for effective communication Key takeaways

Remote communication works best when there’s company-wide alignment on how and where to input • Documentation is an everyday task.
communication. Leaders should carefully select their tools, aiming to direct communications to as few
• Implement a low-context culture so
channels as possible.
communication is concise and direct.
A common frustration in large organizations—regardless of what stage of remote they're in—is the chaotic • Use emojis liberally to foster a more inclusive
splintering of communication. Projects frequently end up strewn across email, chat, text messages, environment.
unrecorded meetings, Google Docs, etc. While there are a litany of unified communication tools available
• Standardize your communication tools
to wrangle all of that, you're best served by choosing a single system for communicating progress.
and uses to prevent the splintering of
communication.
At GitLab (the company), that destination is GitLab (the product). Any side conversation that occurs in a
meeting is documented in an agenda, and the useful elements are contextualized and ported to relevant
GitLab issues and/or merge requests. The same goes for side conversations that happen in Slack or ema- DO
il. Relevant portions are ported over into GitLab (the product), which is the single source of truth for any • Record discussions and obtain transcripts
ongoing work.
• Assume positive intent
If your team isn’t able to commit to learning a new tool, like GitLab, you can rely on Google Docs to • Default to over communication
document decisions, create agendas, and store notes.
• Set a standard for unified communication
Since remote communication often relies heavily on text, some team members may feel uncomfortable tools
with their writing. Grammarly is a good tool for those who want to feel more comfortable drafting written
communication in English (American or British). There is a free and premium version. DON’T
• Rely on synchronous communication methods
• Assume team members have the all the facts
• Pressure team members to respond to
questions or complete tasks that aren’t time
sensitive

28
Establishing a remote company culture
Culture comes in two forms when you’re working remotely: workplace culture and your personal culture.
It’s important to maintain a stable sense of both while you’re away from the office.
How values contribute to an all-remote environment

To be effective, and to impact culture in a meaningful, sustainable way, values must be more than words
written on a page. Apathy towards company values leads to cultural degradation and dysfunction. Values
can only shape an organization if they're respected and lived by each team member.
This is particularly meaningful in an all-remote setting. With less physical interaction, there's less buffer to
compensate for indifference towards company values. Team morale is closely linked to the overall respect
given to values.
An overarching belief in a company's values contributes to less ambiguity in decision making. Respected
values serve as a universal north star, aligning team members on how to address any challenge or
disagreement, even when there's debate related to approach or outcome.

29
Sustaining workplace culture in a remote • Behavior we compliment.

environment • Criteria we use for discretionary bonuses.
"How do you build and sustain culture in a remote environment?" or "How • Criteria we use for our annual compensation review.
does culture work remotely?" are questions we frequently hear at GitLab. In co-
• Criteria we use for promotions.
located settings, culture is often implied, built from how team members treat
one another, what is rewarded, what is chided, and what is deemed acceptable • Criteria we use to manage underperformance.
during in-person interactions. • We do when we let people go.
Building a culture across a company where there are no offices requires

intentionality. While technology and tools are enabling companies to operate In negative feedback, one should be specific about what the problem is.
efficiently in a remote setting, it's important to focus on documenting culture For example, saying someone is "not living the values" isn't helpful. Provide
first, then using tools to support. actionable feedback, and don’t leave any details up to interpretation.
NO UNWRITTEN RULES NEVER TAKE CULTURE FOR GRANTED

There should be no unwritten rules in remote culture. Intentional While culture is easily reinforced when interacting with coworkers all day, every
documentation is essential to avoiding dysfunction within a remote company, day, it requires intentional work when operating in a remote environment.
and this also applies to culture. At GitLab, this begins with our company While the importance of culture is driven home during onboarding, continual
values: Collaboration, Results, Efficiency, Diversity & Inclusion, Iteration, and reinforcement is required to keep it top-of-mind. It's easy to lose sight of values
Transparency. If you’d like to borrow them while your company is in a remote when focusing on OKRs and key performance indicators (KPIs). However, it’s
situation, feel free to adopt and adapt them to your needs. vital for leadership to remind themselves and other team members that values
should never be lowered in priority.
REINFORCING YOUR VALUES If your company gathers team members together on a regular basis (virtual
meetings included!), consider resurfacing values or providing opportunities
Whatever behavior you reward will become your values. Even when operating for groups to live out those values through community service. Just as certain
remotely, new hires and promotions serve as important decisions to promote training is recommended or required each year as part of a company's ongoing
and reinforce values. learning and development efforts, reminding team members of values is vital
to sustaining a strong culture.
GitLab reinforces its values by what:
GRATITUDE AND TRANSPARENCY
• Leadership does.
Persistent negativity can erode culture. While feedback is a gift, there's a fine
• We select for during hiring. line between reacting with hope and determination when facing a challenge
• We emphasize during onboarding. and allowing a sense of apathy to permeate a company. Leaders should
be cognizant and act swiftly if there's a noted drop in outward gratitude or
• Behavior we give each-other 360 feedback on. transparency.

30
PUT STRUCTURE AROUND CULTURE feel pressured to perpetually overwork in order to meet expectations. More
It may sound counterintuitive, but there’s great value in putting process and broadly, as other teams witness this, they will be less likely to go above and
structure around culture. It's important for leadership to set the tone, but it's beyond in special cases for fear of trapping themselves in a similar cycle of
even more important to document what will define your culture. Each time a overworking just to meet unsustainable expectations.
scenario arises where there is no clearly defined answer, look to your values to
determine the answer, and then document. DOCUMENT PROCESSES AROUND MENTAL HEALTH
Burnout, isolation, and anxiety are issues that impact team members across
Documentation is a shared benefit, and is something that should be embraced all companies, regardless of organizational structure. While they aren't always
by all members of the organization. While it may feel inefficient to document intertwined, there is significant interplay between them.
nuances related to culture, creating good habits ensures that culture is as
strong in the future as it was in a company's infancy. In a colocated setting, it's entirely possible for a team member to appear well,
but struggle with these issues internally. That said, it tends to be easier for
Avoiding Burnout those in an office to reach out to a trusted team member if burnout impacts
their ability to thrive in the workplace.
Burnout rarely happens all at once. It typically takes one by surprise, eventually
coming to a head after days, weeks, or months of overwork creep. This can
happen in remote or in-office environments. Here are some ways to avoid
In a remote setting, where in-person interactions are less common, it's easier
burnout, both for yourself and for your team.
to fall victim to isolation. This is particularly true for those who are not well
acclimated to remote work.
DON’T CELEBRATE WORKING LONG HOURS
Be careful when thanking someone publicly for going above and beyond to Because you are likely to work alone, it's more difficult to remember that
not send a message that work should always take priority. While working you do have colleagues to call on—especially if you're already overwhelmed
one additional hour to move a project forward is likely not debilitating when or suffering from anxiety. This reality makes it all the more important
viewed in a vacuum, it can trigger a revised baseline where you must continue for companies hiring remote workers to place a great deal of focus on
to overwork in order to maintain the new status quo. documenting processes for team members who face these difficulties.
Consider offering professional assistance and document resources during
onboarding and reinforce options in ongoing learning and development
This becomes toxic when managers fail to recognize that a given sprint sessions.
shouldn't reset the baseline of what is achievable on an ongoing, sustained
basis. It becomes disastrous when team members don't feel safe bringing this Remote workers may feel less comfortable reaching out to a person when
up to their managers in a 1:1 setting. experiencing mental duress, so it's vital to ensure that resources are easily
discoverable.
Particularly in a company where results are valued above all, managers should
be careful to not assume that results garnered in a given period of overwork
are the new norm. This places team members in an unfair scenario where they

31
HOW TO RECOGNIZE MENTAL HEALTH STRUGGLES WORKING TO PREVENT BURNOUT, ISOLATION, AND ANXIETY
Oftentimes, if you’re feeling burned out, you aren't the only one feeling that Prevention is a team sport. Leaders must work to establish a workplace culture
way. GitLab team members have compiled a list of symptoms related to that empowers rather than restricts, managers must be proactive in sensing
burnout. A few are highlighted below. the signs of mental strain, and team members must feel comfortable surfacing
issues while they are still manageable. Below are several recommendations for
• You're constantly tired avoiding and preventing burnout, according to GitLab team members.
• You no longer enjoy things

1. Set clear boundaries between work and home
• Your job performance suffers
2. Take vacation
• Your physical health suffers (headaches, irregular breathing patterns)
3. Take a “mental health day” to lower your stress (spend time outdoors,
• Your relationships are strained exercise)
• You feel socially zapped 4. Know when to take a break
• You disable video for team calls to prevent others from seeing your pain 5. Put a break reminder on your computer
• You are perpetually concerned with whether you are doing enough 6. Switch off when you're away from work
• You worry that your contributions are too few or too insignificant 7. Don't suffer in silence
• You feel unable to choose family first 8. Don't go straight to work after you wake up
9. Remove Slack from your smartphone or at the very least, turn off
notifications for it
Be careful of thanking someone publicly for
10. Keep each other accountable. If someone in a different time zone should be
working overtime. Managers should be careful
asleep, tell them
to not assume that results garnered in a given
period of overwork are the new norm. 11. Use your Slack status to share a message with the team that you are
unavailable
12. Schedule random coffee breaks
Remote workers may feel less comfortable

reaching out to a person when experiencing
mental duress, so it's vital to ensure that
resources are easily discoverable.

32
Lifestyle and avoiding isolation Key Takeaways

Working remotely presents a number of lifestyle benefits, even when abiding by quarantine and social 1. Whatever behavior you reward will become
distancing recommendations during the current coronavirus outbreak. By ditching the requirement to be your values. Build belief and respect for
seen in a physical office, you can structure your work around your life as opposed to the other way around. company values by consistently referring
This is a profound shift, and it may not be entirely obvious how to maximize one's new reality. back to them when giving feedback.
2. There should be no unwritten rules in
a remote culture.
Consider asking yourself what you'll do with the time you save by losing the commute. Perhaps you'll be
inspired to exercise or cook. There's nothing wrong with reclaiming that time and using it to bolster your 3. Make mental health a priority and make
overall wellness, from improving your sleep habits to furthering your education. mental health resources easily accessible.
4. Schedule breaks and make time weekly for
For those accustomed to social interactions within a colocated work setting, it can be jarring to move
engaging with colleagues on non-work topics.
into a remote environment where you primarily work alone. It's important to pay close attention to your
mental health and emotional health. If you sense a void from missing out on face-to-face interaction, act
deliberately and early. DO
• Be proactive about keeping good mental health
Here are three ways to avoid feeling isolated:
• Make a list of actions you can take to de-stress
1. Schedule breaks to interact with friends/family in your home or nearby in your community. or unplug when needed
If government restrictions allow, it may be helpful to schedule walks with nearby friends or enjoy • Leverage video calls to connect with
a quick board game with your children or significant other. coworkers on non-work related topics
2. Leverage video to connect face-to-face and serve as a nice break from the quiet of an at-home • Set a status to alert others when you’re away
workspace. Video calls will help you feel connected to your team, friends, and family while staying from your desk, or block your calendar for
at home for extended periods of time. time away
3. Engage with colleagues on non-work topics, via Slack or ad hoc video calls. Foster a sense of
connection with others over more than just work, the same as you would in typical “water cooler” DON’T
conversations.
• Feel compelled to be online all hours of the day
• Work straight away after waking up
By ditching the requirement to be seen in a • Leave details up for interpretation
physical office, you can structure your work
around your life as opposed to the other way • Be tied to your computer 24/7
around. • Be afraid to set boundaries with loved ones

33
About GitLab
GitLab is a DevOps platform built from the ground up as a single application for all stages
of the DevOps lifecycle enabling Product, Development, QA, Security, and Operations
teams to work concurrently on the same project.
GitLab provides teams a single data store, one user interface, and one permission model
across the DevOps lifecycle allowing teams to collaborate and work on a project from a
single conversation, significantly reducing cycle time and focus exclusively on building
great software quickly.
Built on Open Source, GitLab leverages the community contributions of thousands of

developers and millions of users to continuously deliver new DevOps innovations. More
than 100,000 organizations from startups to global enterprise organizations, including
Ticketmaster, Jaguar Land Rover, NASDAQ, Dish Network and Comcast trust GitLab to
deliver great software at new speeds. GitLab is the world's largest all-remote company,
with more than 1,200 team members in over 65 countries.

34
Credits
This guide was built by remote work experts with dozens of combined years of experience across the
spectrum of remote. Though GitLab is all-remote, the guiding vision of this work is to educate and equip
everyone — regardless of work environment — with best practices. We want you to thrive as a remote
worker. Connect with us, contribute your own learnings, and keep being awesome.
Made with ♥ across six continents.

35
Darren Murph Shane Bouchard Monica Galletto Luke Babb Jessica Reeder
LEAD AUTHOR DESIGN DESIGN DESIGN CONTRIBUTION AND REVIEW
Rebecca Reich Stephen Karpeles Vanessa Wegner Erica Lindberg Chrissie Buchanan
CONTRIBUTION AND REVIEW WEB DESIGN EDITORIAL EDITORIAL EDITORIAL
Suri Patel Amy Waller Jenny Tiemann Todd Barr Dara Warde
EDITORIAL OPERATIONS OPERATIONS OPERATIONS OPERATIONS

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The Remote Playbook

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Preparing for the future of work

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Five first steps for newly-remote leaders ESTABLISH A COMMUNICATIONS PLAN

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SEPARATE WORK FROM LIFE (PREVENTING BURNOUT)

For families who aren’t used to this, boundaries can be difficult

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• Create an always-on video conferencing room that your team

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ROLL WITH THE CHANGES (EMBRACING ITERATION)

Remember that transitioning to remote, even if temporary, is a

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The stages of remote

(source: The Remote Work Report)

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Learning how to facilitate remote work can be beneficial to “non-remote”

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The foundations of remote work

Facilitate informal communication

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At GitLab, we rely heavily on video

COWORKING CALLS SOCIAL HOURS SLACK ZOOM

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Document everything (yes, everything) Have more organized meetings

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Align values with expectations Key takeaways

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Making the transition

Create an ergonomic workspace

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CHAIR DESK FOOTREST

KEYBOARD & MOUSE MONITOR TELEPHONE

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Adopt a self-service and self-learning mentality Make documentation everyone’s responsibility

Most employees are not empowered to shift an entire company culture to

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Managing a remote team Key takeaways

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Remote communication strategies

Implementing effective communication strategies is an integral component in developing a strong remote

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Documentation Text-based communication

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Why text communication can be difficult Letting values guide communication

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Asynchronous communication Creating good habits

In a remote setting mastering

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Devote time to fostering

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Tools for effective communication Key takeaways

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