I have to watch a video that then tells me to write everything down?
Sorry I couldn't resist.
I believe and practice that as much as I can because it makes things easier regardless.
GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
161–170 of 320 posts
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#162Earlier quoted context omitted.
Those salary modifiers are atrocious. Their range in my city for a senior, very experienced engineer is comparable to what most entry level jobs actually offer around here. I 100% think you are on the right track. The only people from my area that would take a GitLab salary just can't get a job elsewhere.
Would love to get more input from you to make sure the calculator reaches its goal of providing fair market compensation in your location. Can you please send me an email to let me know your city and whatever further data you are willing to share? ernst@gitlab.com
I sent you a more detailed email, but basically it is preposterous to assume a "very experienced" senior engineer in ANY part of the United States is going to be happy with making $65K.
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#163Earlier quoted context omitted.
UX is objectively measured. I don't know why people think it's subjective.
Could you explain what the objective quantification of UX is?
Clicks per task. Search time. User errors. For starts.
Here's a start: http://measuringu.com/essential-metrics/
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#164What kind of tool would you recommend to write everything down, especially a self-hosted tool?
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#165Earlier quoted context omitted.
UX is objectively measured. I don't know why people think it's subjective.
If UX was fully objectively measured, wouldn't Gitlab, Github, and Bitbucket all look and feel the same?
If performance was objectively measured, wouldn't BMW, Mercedes, and Corvettes all perform the same?
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#166160 employees remote is impressive and commendable. Zapier is fully remote as well (but half the size in employee count). I'd say "write everything down" is a great shortcut to the sorts of practices you need to cultivate. We've also noticed that over-communicating is critical but hard - it is surprising the things that are "yeah yeah, we know" to some but are "oh we're doing that?" to others. This is only natural -…
We're around 50 and we have about half of our company working remotely at any given time - and we love it. We've introduced a lot of communication rituals to make this work. Starting a weekly all-hands with good AV setup was a huge improvement for us. In addition to saving the space for people to ask questions in a big group, it also got us in the habit of preparing data & updates to present to the entire company (e.g. write everything down). It can be monotonous at times, and we resisted big group meetings for 4 years, but it's pretty critical and works well at this size.
We also schedule quarterly travel to the office, and have a weekly meeting where remotes get together and share what they are currently feeling anxious & excited about. That's a remarkably effective way to learn a lot of things you might otherwise pick up on w/ body language, and more.
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#167Earlier quoted context omitted.
> This interview was recorded a little while before the incident when we were unaware of some of the issues we have in process. Could you elaborate? I recently heard about GitLab probably less than a week ago and was under the impression they're a great company to work for.
When I say process, I mean some of our operational processes like making sure backups work. There was an incident with data loss last week: https://news.ycombinator.com/item?id=13537052 Like any company, we have our own business operations issues too but it's still one of the best jobs I've ever had. We're pretty open about our flaws, to the point where the CEO even has a page that lists his out: https://about.gitlab…
Read The Checklist Manifesto if you haven't already. Short book, leaves a big impression.
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#168Earlier quoted context omitted.
That definitely helps. I find there are other little cultural things you miss like inside jokes/shenanigans. They're not work-related but they're related to work and can make you feel like part of the team.
God, who cares of this work jokes shit? They're never funny, it's always the boss that makes them and everyone laughs way too much. FFS, We're not friends, we don't have to be, and it's OK! I like what I do, take pride on it and everything, but at the end of the day, my private life (where I get to choose my friends) is OUTSIDE work hours. And I'm committed to close the laptop as soon as I'm done. I guess this kind o…
No offense, but this works both ways. I mean, this is not a secret that there is this sort of people who feel that way, and if I can see that you are one of them — I wouldn't want you to be a part of the team. I mean it strongly: if I don't need you for some very specific kind of job, no way you are hired. Even if you are great professional (but replaceable) and a nice guy otherwise.
I don't like myself this weird culture where it's supposed that you have to be always a nice guy, politely nod and smile and say "Completely agree! Except..." when there isn't a single point you actually agree on, so I often dismiss such labels as "toxic attitude". But your attitude is just that — toxic. I'm okay with people being somewhat rude and arrogant and whiny and always complaining about "why should we", but this attitude of "I have a real life outside, and here — I just work here, so fuck you all" — that makes you both absolutely unreliable and very unpleasant to have around. Unfortunately, the word "toxic" fits really well.
I've actually never had anybody to work extra-hours, but knowing that they would is significant part of what makes me care that they don't have to. Technology is worthless, people are what makes companies to succeed, and absence of meaningful relationships with your team basically renders you to be a piece of quite primitive carbon-based technology.
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#169Given the complete backlash I'm seeing on HN it seems like transparency actually hurt you. Very sad.
It's the business-as-usual attitude and acting as if nothing happened right after a catastrophic event that riles people up. Transparency is fine. Eventually moving on is fine. But right now people are interested only in one topic when it comes to Gitlab.
I think a lot has to do with the reason for the failure being perceived as sloppy and irresponsible. Without the transparency we wouldn't be able to bash them like this. Many of the sarcastic comments here refer to the failed processes they revealed in the postmortem.
Re: GitLab’s Secret to Managing Employees in 160 Locations: Write Everything Down
#170I think the worst team I've ever worked on was the one that had a team lead that literally never wrote anything down. Everything was verbal, and what wasn't verbal was private messaged. We would have the same discussion three times because nobody wrote it down the first or second time. Nobody even knew what the changes to the formal design were, because they never had a documented change review.
I always tell people on my team that if it isn't written down, it doesn't exist. When you get into the habit (and learn how to manage all that information) it really saves your bacon.
The other thing that would have saved them from the backup drama was learning how to document and date your to-do list. Suddenly someone notices that you've had a test process for backups on the to-do for over a year and they bring it up at the next meeting.
And another thing: in team meetings, people can write their own meeting notes so everyone becomes responsible for documenting their responsibilities and what affects them. It's easier to do this remote than at a stand-up, because you're already at your keyboard.