The GitLab Strategy and Operations (Workplace) Team evolved from the All-Remote Marketing team. It is responsible for:
This page is the single source of truth for all-remote positioning, evangelism, approvals, vision, and strategy.
The mission of GitLab’s Strategy and Operations (Workplace) team is to champion the company’s all-remote culture and associated initiatives.
The All-Remote Flywheel is focused on continually evolving and refining GitLab's all-remote environment (e.g. tooling, approach to meetings, collaboration, and communication, total rewards/compensation) in order to drive stronger brand awareness, marketing potential, and thought leadership. If our organizational design principles continue to stay ahead of the curve, we're able to lead marketing conversations on all-remote and the future of work. This also drives happier, more efficient team members, and impacts elements such as time-to-hire and team member retention.
Strong all-remote marketing may bolster industry trust in the GitLab brand and product due to the halo effect. E.g., If The Remote Playbook inspires a firm's remote transition blueprint, said firm is likely to show favoritism to GitLab's product offerings and services.
GitLab is an influencer and educator in remote work. It serves the community by creating valuable content that furthers the proliferation and ubiquity of remote-first and all-remote organizations, while enhancing the operations of colocated and hybid-remote companies by sharing implementable remote-first practices.
We believe that the management philosophy and operating principles relied on by GitLab are applicable even to colocated companies, and educating on pillars such as asynchronous workflows and informal communication can benefit all organizations.
Anyone can be a remote evangelist! Help yourself to these materials for your presentations, blogs, and consultations.
We're often asked to share how GitLab thrives as an all-remote team. Here are the foundational resources you can share to start the conversation:
In scenarios where you need a quick link to vocalize, tweet, email, or otherwise share, we have established a memorable redirect: http://allremote.info/ ("All Remote Dot Info")
Updates incoming for MECC
We plan to refresh the below content in Q3-FY23 to reflect GitLab's brand refresh and the creation of MECC.
You may be asked to give a presentation on how GitLab works as an all-remote team, including requests that are specific to your role (sales, engineering, finance, people, etc.).
In these instances, you're welcome to use this Google Slides presentation,
Managing a Thriving Remote Team: A foundational toolkit. (This link is only viewable by GitLab team members.) A suggested script following this presentation is available for your use.
For a video of GitLab's Head of Remote walking through this presentation to a group of founders, click here. This presentation will serve as a guide to narrating the slides and connecting GitLab's approach to remote with the current reality of your audience.
For a glimpse at how GitLab's Strategy & Operations (Workplace) team speaks about remote through presentations, watch the embedded video above or visit the GitLab Unfiltered (YouTube) links below. These presentations were shared at GitLab Connect EMEA in March 2021.
GitLab is unique in that every single team member is remote. All-remote is the common thread that we all share, regardless of what department we serve. This means that each GitLab team member is uniquely equipped to share best practices with other leaders and companies.
The requests may be varied, from small firms looking to unwind their office strategy and go all-remote, to multi-nationals which are looking to implement remote-first best practices to account for more of their team working outside of the office (or in different offices).
It is useful to empathize with those you speak with. GitLab is a very advanced remote work environment, making it all the more important for team members to understand alternative baselines and speak to other realities, all while forecasting what's possible if an organization invests in remote-first principles today.
Below are the most common questions asked by suddenly or newly-remote companies, linked to relevant handbook pages that you can study prior to presenting. These shed light on their challenges, and will help you proactively speak to common needs, misconceptions, and struggles.
Regardless of the nuance in the request, here are the foundational areas that should be covered. Be sure to describe how GitLab implements these tactics using low-context communication, leaning on examples and detail such that a non-GitLab company can envision how such a tactic could be useful in their own organization.
In case you as a subject matter expert are invited to write an Unfiltered blog post or create other written content, please feel free to make a copy of the "Going remote in __" blog post template and tailor based on your audience.
If you're looking for examples of the GitLab team describing our experience with remote work, have a listen at the podcasts below.
Mention in panels and consultations that GitLab's expertise in managing a remote team can be digested as a free course on Coursera.
The course, titled "How to Manage a Remote Team," provides a holistic, in-depth analysis of remote team structures, phases of adaptation, and best practices for managers, leaders, and human resources professionals. It is being offered free of charge, with an optional paid certificate available.
Anyone in the world (yes, this includes those who are not employed by GitLab) may take the GitLab Remote Work Foundation Certification to improve their remote fluency. (Note: We are refreshing this page and building a public certification for MECC. This section will update once those are live.)
This is the issue to get everything you need in order to evangelize remote work on your social media accounts. It includes:
Learn more in GitLab's Handbook-First Documentation guide about how GitLab (the company) uses GitLab (the product) to build and maintain its handbook, as well as tools and tips for other companies who wish to start their own.
GitLab's growing library of remote guides is designed to be bolstered by new pages. Below is an overview of the process for adding a new guide.
Proposal: [NEW ALL-REMOTE GUIDE]as the subject
@dmurphto evaluate and provide feedback
See below for an A/B comparison of how an inward-facing GitLab handbook page is written vs. an external-facing all-remote guide is written.
GitLab's Brand and Digital Design team are building out images and illustrations to visualize all-remote.
This section will be refreshed upon completion of the FY23 remote work brand refresh.
Any GitLab team member is welcome to offer 1:1 advice or consultations on remote work. If you're asked to give a broader presentation or webinar to a group, private or public, please create a new issue in Corporate Marketing per the instructions in How To Contribute with details of the request.
An example of these details in an issue can be found here.
Please be sure to wait for approval before you confirm, if possible. Review this guidance on speaking about GitLab before your engagement, and ask the Corporate Communications team if you have questions. (This document is only viewable by GitLab team members.)
Once you have done this, please tag
@jessicareeder in a comment with a note that includes
The team will be available to help direct if you feel unprepared, or pair the creator of the issue with someone else on the GitLab team if there's opportunity to add another layer of expertise (e.g. a DevOps expert, an HR expert, a Finance expert) depending on the company that's requesting.
The Remote Playbook by GitLab is our premier guide to understanding and implementing remote work. It has been downloaded over 150,000 times by leaders and teams across the globe.
GitLab's Remote Work Report sheds light on the current reality of remote work during a critical time in its global adoption. As leaders and team members grapple with going remote, this report provides insights on what matters to those who adopt this way of working, charting a path for building culture around autonomy and flexibility.
For example, 86% of respondents believe remote work is the future and 62% of respondents said that they would consider leaving a co-located company for a remote role. Contrary to popular belief, we found that most remote workers aren't digital nomads, and 52% are actually likely to travel less than their office working counterparts.
The Work-from-Home Field Guide was co-created by GitLab and Herman Miller. It combines GitLab's expertise on remote work and management philosophy with Herman Miller's deep understanding of workspaces and design.
GitLab is a very transparent company. As such, our AMAs, webinars, and other conversations with team members and other companies are uploaded to a dedicated Remote Work playlist on the GitLab Unfiltered YouTube channel.
The audience we aim to reach with our all-remote and workplace initiatives is both internal and external to GitLab. It closely aligns with our employment branding audience, and expands to cover key segments in the investor and business communities.
Managing your team
At times, our remote team members speak with GitLab prospects on joint media panels, interviews, webinars, etc. focused on the topic of remote work. If appropriate, the GitLab team member with the contact should consider introducing the prospect to the GitLab sales member. In order to make this connection to the GitLab seller (if it is not known to the All-Remote team member), the All-Remote team member should open an issue in the Field Marketing project and tag the correct regional Field Marketing leader.
Field Marketing will look up account ownership in SFDC (Salesforce.com) and make the connection between the GitLab seller and the All-Remote team member so they can establish next steps in connecting to the prospect. The All-Remote team member should also feel comfortable asking about account ownership in the
#sales Slack channels before opening an issue.
The team's primary home for publishing informational guides and content is the all-remote section of GitLab's handbook. This will be the preeminent home to all-remote content, positioned for consumption by media, investors, prospective customers and candidates. This links readers to the guides that make up The Remote Playbook, as well as Managing so Everyone Can Contribute (MECC). Future web experiences are being evaluated.
GitLab is a very transparent company. As such, our remote-centric AMAs, webinars, and other conversations with team members and other companies are uploaded to a dedicated Remote Work playlist on the GitLab Unfiltered YouTube channel.
All-remote and Workplace events should elevate GitLab as a thought leader in the remote work space, create new partnerships, generate leads and generate media interest/coverage. We will consider physical events, virtual events and events that combine an in-person presence with a livestream option.
We believe that all-remote is for everyone, and that almost every company is already a remote company. This includes all company sizes, from solo enterprises to multi-nationals, and geographies. Our event strategy should reflect this, offering education, insights, and actionable advice that applies to a wide spectrum of remote companies.
Events should create an inclusive atmosphere, welcoming and beneficial to those who are not receptive to remote or are working in a company where remote is not feasible/acceptable.
We gathered the workplace design community in June 2021 for REMOTE by GitLab, a half-day symposium exploring the future of workplace design, strategy, and culture. Learn more about the event, and watch the recorded sessions.
This epic outlines the workstreams associated with bringing REMOTE by GitLab to life.
We incorporate all-remote content on GitLab’s social media accounts, and are investigating a visual approach to new mediums that are aligned with culture and lifestyle stories.
We are working with talent branding to surface relevant all-remote stories from GitLab team members to talent acquisition channels and review sites, such as Glassdoor, LinkedIn and Comparably.
There are also a number of videos on GitLab's YouTube channel that relate to working here:
To contribute an idea or proposal to further GitLab's all-remote mission:
Proposal: [IDEA]as the subject
Due Datefeature and provide context for the deadline(s).
To request guidance on a panel or speaking engagement:
#remoteSlack channel (for remote engagements) or
#ceo-chief-of-staff-teamSlack channel (for broader/more general engagements)
In 2021, the All-Remote team began pilot testing asynchronous work: every sixth week, the team blocks our calendars and declines all non-critical meetings. 1:1 meetings are carried out asynchronously via a process detailed in the All-Remote Async Guide.
The goal of this initiative was to create dedicated space for deep work and creative brainstorming. We encouraged other teams to join us or to find other ways to implement asynchronous workflows.
The pilot test was a big success, inspiring not just GitLab team members (see Sam Beckham's blog) but even other companies: for example, Twitter adopted Focus Weeks.
It’s day 4 of Focus Week for my team where we cleared all meetings (except for a few critical) and do all work async. The feedback so far is…incredible— Leslie Berland (@leslieberland) September 23, 2021
Zoomed-out thinking 🔥
Focus (duh) 🔥
We will continue Async Weeks as a regular process for 2022. Our challenge is to reduce synchronous meetings, not to reschedule them. If your meeting with an All-Remote team member is declined during an async week, we encourage you to:
To read more about the results of the Async Weeks pilot, see this slide from the All-Remote Group Conversation (GitLab team members only).
For a good template to roll this out for your team, see the Growth team's planning and feedback issue. If you have additional feedback on this initiative, please let us know in the
#all-remote_action Slack channel. We appreciate hearing your thoughts and ideas.
Our scheduled asynchronous weeks in 2022 are:
Return to the Chief of Staff Team to the CEO Handbook.