2023 The Remote Playbook from a global leader in distributed work
2023 遠程工作手冊 來自全球分布式工作的領(lǐng)導(dǎo)者

Explanation:
解釋：

"The Remote Playbook" refers to a guide or manual specifically for remote work. Given that it's from 2023, it's likely addressing the contemporary challenges and best practices of remote work during this year.
"遠程工作手冊"指的是專門針對遠程工作的指南或手冊态蒂。由于它是2023年的详拙，很可能針對的是這一年遠程工作的現(xiàn)代挑戰(zhàn)和最佳實踐。

The term "global leader in distributed work" implies that the author or company providing this playbook has significant expertise and influence in the field of distributed or remote work. They may have a proven track record of successful remote operations, and their insights could be invaluable for other organizations looking to optimize their remote work setups.
"全球分布式工作的領(lǐng)導(dǎo)者"意味著提供這本手冊的作者或公司在分布式或遠程工作領(lǐng)域具有顯著的專業(yè)知識和影響力。他們可能有成功的遠程操作的良好記錄褂萧，他們的見解對于希望優(yōu)化遠程工作設(shè)置的其他組織可能是非常寶貴的命辖。

Shift to how your team works
轉(zhuǎn)變團隊的工作方式

Explanation:
解釋：

This phrase suggests adapting or changing the way teams operate, possibly to better align with remote or distributed work models. It emphasizes flexibility and the need to reconsider traditional work methods in the face of new challenges or opportunities.
這句話建議調(diào)整或改變團隊的操作方式，可能是為了更好地適應(yīng)遠程或分布式工作模型恤批。它強調(diào)靈活性和在面對新的挑戰(zhàn)或機會時重新考慮傳統(tǒng)工作方法的必要性异吻。

Evolve your organizational design
發(fā)展你的組織設(shè)計

Explanation:
解釋：

This recommendation speaks to the evolution of a company's structure, processes, and roles. As the work environment changes (e.g., remote work becoming more prevalent), organizations might need to redesign or adjust their setup to be more effective and relevant.
這一建議涉及到公司結(jié)構(gòu)、流程和角色的演變喜庞。隨著工作環(huán)境的變化（例如诀浪，遠程工作變得更為普遍），組織可能需要重新設(shè)計或調(diào)整他們的設(shè)置延都，以使其更加有效和相關(guān)雷猪。

Master future of work skills
掌握未來的工作技能

Explanation:
解釋：

This implies that there are specific skills that will be critical for success in the evolving work landscape. These could be technical skills, soft skills, or even adaptive skills that allow individuals and teams to thrive in different work environments.
這意味著在不斷演變的工作環(huán)境中，有一些特定的技能將是成功的關(guān)鍵晰房。這些可能是技術(shù)技能求摇、軟技能酵颁，或者甚至是適應(yīng)性技能，讓個人和團隊在不同的工作環(huán)境中蓬勃發(fā)展月帝。

Mitigate burnout and elevate wellbeing
減輕職業(yè)倦怠并提升福祉

Explanation:
解釋：

This highlights the importance of addressing employee burnout and prioritizing their mental and physical health. As remote and distributed work can sometimes blur work-life boundaries, organizations must ensure that their teams remain healthy, motivated, and productive.
這突顯了解決員工職業(yè)倦怠和優(yōu)先考慮他們的心理和身體健康的重要性躏惋。由于遠程和分布式工作有時可能模糊工作與生活的界限，組織必須確保他們的團隊保持健康嚷辅、積極和高效簿姨。

All-Remote Management
全遠程管理

How to manage a remote company
如何管理一個遠程公司

On this page, we’re detailing what it takes to effectively and efficiently manage an all-remote company.
在這個頁面上，我們詳細介紹了如何有效簸搞、高效地管理一個全遠程公司扁位。

What is all-remote management?
什么是全遠程管理？

The pillars of managing an all-remote company are similar to managing any company, but there are certain areas where all-remote leaders need to pay particular attention.
管理全遠程公司的支柱與管理任何公司相似趁俊，但在某些方面域仇，全遠程領(lǐng)導(dǎo)者需要特別關(guān)注。

How do you manage a 100% remote team?
你如何管理一個100%的遠程團隊寺擂？

In this video, GitLab co-founder and CEO Sid Sijbrandij and InVision Chief People Officer Mark Frein discuss the future of remote work, including managing all-remote teams at scale.
在這個視頻中暇务，GitLab聯(lián)合創(chuàng)始人兼首席執(zhí)行官Sid Sijbrandij和InVision首席人力官Mark Frein討論了遠程工作的未來，包括規(guī)恼恚化管理全遠程團隊垦细。

“How do you manage when everyone is remote?” is a common question for those leading or managing within an all-remote company.
“當(dāng)每個人都在遠程時，你如何管理挡逼？”是全遠程公司內(nèi)部領(lǐng)導(dǎo)或管理者常問的問題括改。

In truth, managing an all-remote company is much like managing any other company. It comes down to trust, communication, and company-wide support of shared goals, all of which aid in avoiding dysfunction.
實際上，管理一個全遠程公司與管理其他公司非常相似家坎。這歸結(jié)為信任嘱能、溝通和公司全體對共同目標(biāo)的支持，所有這些都有助于避免功能失調(diào)虱疏。

Remote forces you to do the things you should be doing way earlier and better. It forces discipline that sustains culture and efficiency at scale, particularly in areas which are easily deprioritized in small colocated companies.
遠程迫使你更早惹骂、更好地做你應(yīng)該做的事情。它強制執(zhí)行那些在小型同地公司中容易被降低優(yōu)先級的領(lǐng)域中订框，支撐文化和效率的紀(jì)律析苫。

It’s important to not assume that team members understand good remote work practices. GitLab managers are expected to coach their reports to utilize asynchronous communication, be handbook-first, design an optimal workspace, and understand the importance of self-learning/self-service.
不要假設(shè)團隊成員理解良好的遠程工作實踐是很重要的。預(yù)期GitLab的管理者指導(dǎo)他們的團隊使用異步溝通穿扳，優(yōu)先考慮手冊衩侥，設(shè)計最佳工作空間，并理解自學(xué)/自助的重要性矛物。

Get certified in remote management
獲得遠程管理認證

GitLab has partnered with Coursera to produce a ten-hour course, How to Manage a Remote Team. Join tens of thousands of enrollees and complete the course with a certificate in managing a remote team.
GitLab已與Coursera合作茫死，推出了一個十小時的課程“如何管理一個遠程團隊”。加入成千上萬的學(xué)員履羞，完成課程并獲得遠程團隊管理證書峦萎。

What are the benefits of all-remote management?
全遠程管理的好處是什么屡久？

Work from anywhere
隨處工作

At GitLab, when we say our people can work from anywhere, we really mean it. We care about the results of their work, not where it’s getting done.
在GitLab，當(dāng)我們說我們的員工可以在任何地方工作時爱榔，我們是真的這么說的被环。我們關(guān)心的是他們工作的結(jié)果，而不是工作地點详幽。

This flexibility often means something different for each person at GitLab. We have team members who are completely location independent and travel full time.
這種靈活性對于GitLab的每個人來說意味著不同的事情筛欢。我們有完全獨立于地點的團隊成員，他們?nèi)毬眯小?/p>

There are others who join and travel the world with remote co-working and co-living organizations. Many of our team members appreciate the ability to still be able to work while visiting friends or family away from home.
還有一些人加入并與遠程共同工作和共同生活的組織一起環(huán)游世界唇聘。我們很多團隊成員都很欣賞在遠離家鄉(xiāng)訪問朋友或家人時仍然能夠工作的能力版姑。

Even for those who typically work in their home office, this flexibility means they can do things like run errands on a weekday, take their child to school, spend more time with family, or walk their dog during the day.
即使對于那些通常在家辦公的人來說，這種靈活性意味著他們可以在工作日辦事迟郎，送孩子上學(xué)剥险，花更多時間與家人在一起，或者在白天遛狗宪肖。

We have a channel on Slack called #office-today where our team members can share photos of their work location or view on any given day.
我們在Slack上有一個名為#office-today的頻道表制，團隊成員可以分享他們的工作地點或任何給定日的視圖照片。

Time away from work
離開工作的時間

It’s important to clarify that being able to work from anywhere does not replace the need to take time off of work.
重要的是要澄清匈庭，能夠在任何地方工作并不代替休息的需要夫凸。

We recognize how crucial it is to build in time where you can mentally take a break from your work, and as a company, we encourage our team members to do that. Learn more about how time off works at GitLab.
我們認識到建立一個可以從工作中心理休息的時間有多么關(guān)鍵，作為一個公司阱持，我們鼓勵我們的團隊成員這樣做。了解更多關(guān)于GitLab的休假如何運作魔熏。

“I work closely with our executive team here, and they have been so supportive and encouraging when family-related conflicts arise. They are constantly reminding me that “family first” is our mantra, and give me ease of mind to take time away when needed. Sid, our co-founder and CEO, told me if it’s a beautiful day out and I just want to go enjoy it, I should do that. Moments like these make me so proud to be a part of the GitLab team."
“我與這里的高管團隊密切合作衷咽，當(dāng)家庭相關(guān)的沖突出現(xiàn)時，他們一直非常支持和鼓勵蒜绽。他們不斷地提醒我‘家庭為先’是我們的口號镶骗，讓我在需要休息時放心。我們的聯(lián)合創(chuàng)始人和首席執(zhí)行官Sid告訴我躲雅，如果外面是個好天氣鼎姊，我只是想出去享受，我應(yīng)該這么做相赁。這樣的時刻讓我為成為GitLab團隊的一部分感到非常自豪相寇。” - Cheri, 主任辦公室主管

Dedicate time for health and fitness
專門為健康和健身騰出時間

It’s sometimes hard to remember to stay active when you work from home. If you’re an employer, it’s important to be intentional about modeling self-care and overall wellness habits.
當(dāng)你在家工作時钮科，有時很難記得保持活躍唤衫。如果你是雇主，故意塑造自我關(guān)心和整體健康習(xí)慣是很重要的绵脯。

Here are some tips that might help:
以下是一些建議可能對你有幫助：

Try to step away from your computer and stretch your body every hour.
嘗試每小時離開電腦并伸展身體佳励。

If possible, choose a workspace that’s exposed to natural light.
如果可能的話休里，選擇一個可以接觸自然光的工作空間。

Avoid “Digital Eye Strain” by following the 20-20-20 Rule. Every 20 minutes look into the distance (at least 20 feet/6 meters) for 20 seconds.
遵循20-20-20規(guī)則以避免“數(shù)字眼疲勞”赃承。每20分鐘看遠方（至少20英尺/6米）20秒妙黍。

Schedule physical time on your calendar.
在你的日歷上安排體育活動的時間。

Go for a walk or do a short exercise for at least 15 minutes a day. Model this practice for your team by adding it to your calendar.
每天至少走路或做短暫的鍛煉15分鐘瞧剖。通過將其添加到你的日歷來為你的團隊示范這一做法拭嫁。

“Getting out of the house before I start my day is very important for me. Either walking the dog or going for a swim to clear my head and get the blood flowing.”
“在我開始一天的工作之前出門對我來說非常重要。無論是遛狗還是去游泳筒繁，都能幫助我清醒頭腦噩凹，促進血液循環(huán)≌庇剑” - Daniel G., 產(chǎn)品經(jīng)理

What are the challenges of all-remote management?
全遠程管理有哪些挑戰(zhàn)驮宴？

We’ve done a deep dive on the most common drawbacks to all-remote working here. The reality is that all-remote working isn’t for everyone.
我們已經(jīng)深入研究了全遠程工作的最常見的缺點。事實是呕缭，全遠程工作并不適合每個人堵泽。

Most challenges can be overcome with a little creativity and flexibility.
大多數(shù)挑戰(zhàn)可以通過一點創(chuàng)意和靈活性來克服。

For example, all remote companies that have colleagues spread out across time zones will encounter scenarios where one has to compromise in order to be online at the same time for critical calls, meetings, or projects.
例如恢总，那些員工分布在不同時區(qū)的全遠程公司將會遇到這樣的情況：為了關(guān)鍵的電話迎罗、會議或項目同時在線，某人必須做出妥協(xié)片仿。

However, there is great freedom in being able to disconnect from work at an appointed time with the understanding that your colleagues will communicate asynchronously rather than pressuring you to be available outside of your work hours.
然而纹安，能夠在指定的時間斷開與工作的連接，并理解同事會異步地溝通砂豌，而不是在你的工作時間之外給你施壓厢岂，這是一種巨大的自由。

As documented in the Communication section of GitLab’s Handbook, there are limits to asynchronous communication. When we go back and forth three times, we jump on a synchronous video call.
正如GitLab手冊中的通訊部分所記錄的阳距，異步通信是有限制的塔粒。當(dāng)我們來回交流三次時，我們會進行同步的視頻通話筐摘。

Remote management tools
遠程管理工具

Similar to managing employees in-person, a remote manager must use their leadership skills to create communication, systems, and workflows that sete up their remote employees for success.
與面對面管理員工相似卒茬，遠程管理者必須使用他們的領(lǐng)導(dǎo)能力來創(chuàng)建通信、系統(tǒng)和工作流程咖熟，為他們的遠程員工取得成功提供支持圃酵。

Embracing total transparency
擁抱完全透明

In the video above, published to GitLab’s YouTube channel, support engineering manager Lee M. explains how all-remote enables DevOps and how transparency plays a key role in a team’s success.
在上面發(fā)布到GitLab的YouTube頻道的視頻中，支持工程經(jīng)理Lee M.解釋了全遠程如何支持DevOps以及透明度在團隊成功中起到的關(guān)鍵作用球恤。

Transparency is a term that is often tossed around as a value within most companies.
“透明度”是一個經(jīng)常被大多數(shù)公司當(dāng)作價值觀來提及的術(shù)語辜昵。

In all-remote environments, it is vital that transparency be more than a buzzword, but something that is embraced and allowed to guide every decision.
在全遠程環(huán)境中，透明度不僅僅是一個時髦的詞匯咽斧，而是一個被擁抱和允許指導(dǎo)每一個決策的東西堪置。

This will often feel unnatural and uncomfortable — a sign that your organization truly is living out the value of transparency.
這經(jīng)常會感覺不自然和不舒適——這是一個標(biāo)志躬存，表明您的組織真正地踐行透明度的價值。

It helps to recognize all-remote organizations not as a collection of rigidly structured machines, but as a living, evolving organism.
認識到全遠程組織不是一群嚴(yán)格結(jié)構(gòu)化的機器舀锨，而是一個生活的岭洲、不斷發(fā)展的有機體是有幫助的。

Leaders must trust their colleagues to operate with empathy, kindness, and concern for the well-being of one another, seeing the free flow of information as universally beneficial.
領(lǐng)導(dǎo)者必須信任他們的同事用同情坎匿、善良和關(guān)心彼此的福祉來運作盾剩，看到信息的自由流動對所有人都是有益的。

Learn more on how GitLab defines and implements transparency in our Handbook.
了解更多關(guān)于GitLab如何在我們的手冊中定義和實施透明度的信息替蔬。

Managing time zones in a remote team
管理遠程團隊中的時區(qū)

The ideal way to think about time zones in a remote team is to assume every team member is in a vastly different time zone, even if they aren’t (yet).
在遠程團隊中考慮時區(qū)的理想方式是假設(shè)每個團隊成員都處于大不相同的時區(qū)告私，即使他們實際上并不在（至少目前還不在）。

As you scale a team, it becomes increasingly possible that a manager and direct report could be on opposite sides of the world and will need to foster a functioning working relationship.
隨著團隊的擴大承桥，經(jīng)理和直接匯報者可能位于世界的兩側(cè)驻粟，并需要培養(yǎng)有效的工作關(guān)系。

Remember that someone’s home time zone will not necessarily represent their day-to-day time zone.
請記住凶异，某人的家庭時區(qū)不一定代表他們的日常時區(qū)蜀撑。

Plus, someone working in a given time zone may prefer to work a nonlinear workday.
此外，某些在特定時區(qū)工作的人可能更喜歡非線性的工作日剩彬。

Time zones are only one element which impacts when a team member works.
時區(qū)只是影響團隊成員工作時間的一個因素酷麦。

Optimizing for nearness in time zones creates a business continuity risk; proactive communication about one’s time zone and associated work expectations are critical.
優(yōu)化時區(qū)的接近性會帶來業(yè)務(wù)連續(xù)性風(fēng)險；主動溝通自己的時區(qū)和相關(guān)的工作期望是至關(guān)重要的喉恋。

Practically, the following should be considered:
在實際操作中沃饶，應(yīng)考慮以下幾點：

Leaders should proactively optimize as many workflows as possible for asynchronous.
領(lǐng)導(dǎo)者應(yīng)該積極地優(yōu)化盡可能多的工作流程為異步。

Attempt to align on a time, or a rotation of times, where the manager and direct report can be online at the same time for a regular 1-1.
嘗試對齊一個時間或一系列時間轻黑，使經(jīng)理和直接匯報者可以同時在線進行定期的1對1溝通绍坝。

Document what success looks like using Objectives and Key Results (OKRs).
使用目標(biāo)和關(guān)鍵成果（OKRs）來記錄成功的模樣。

Foster community and mentorship with like time zones.
與相同時區(qū)的社區(qū)和導(dǎo)師關(guān)系建立聯(lián)系苔悦。

Lean on documentation.
依賴文檔。

Consider using tools like Yac and Loom to convey thoughts and feedback with video and audio.
考慮使用像Yac和Loom這樣的工具椎咧，通過視頻和音頻傳達思考和反饋玖详。

Meet in-person.
親自會面。

Celebrate differences.
慶祝差異勤讽。

You can also learn from the experiences of GitLab team members collected in this survey from late 2021.
您還可以從2021年底收集的GitLab團隊成員的經(jīng)驗中學(xué)習(xí)蟋座。

Handbook, goals, and documentation
手冊、目標(biāo)和文檔

In the GitLab Unfiltered video above, Darren (GitLab) and Anna-Karin (Because Mondays) discuss a number of challenges and solutions related to remote work, transitioning a company to remote, working asynchronously, and defaulting to documentation.
在上面的GitLab Unfiltered視頻中脚牍，Darren（GitLab）和Anna-Karin（Because Mondays）討論了與遠程工作向臀、將公司轉(zhuǎn)向遠程工作、異步工作以及默認為文檔相關(guān)的一系列挑戰(zhàn)和解決方案诸狭。

Remote work is what led to the development of our publicly viewable handbook, which captures everything you’d need to know about the company.
遠程工作促使我們開發(fā)了可以公開查看的手冊券膀，其中包含了您需要了解的關(guān)于公司的所有信息君纫。

If you can’t tell, we like efficiency and don’t like having to explain things twice.
如果您還沒注意到，我們喜歡效率芹彬，不喜歡重復(fù)解釋同一件事蓄髓。

Each department and team’s quarterly goals, or “objectives and key results” (OKRs), are also clearly documented in our handbook for visibility across the company.
每個部門和團隊的季度目標(biāo)或“目標(biāo)和關(guān)鍵結(jié)果”(OKRs)也在我們的手冊中清晰記錄，以便整個公司都能看到舒帮。

We check in on these goals monthly, so there’s as much transparency as possible around what each team is accomplishing.
我們每月都會檢查這些目標(biāo)会喝，以便每個團隊所取得的成果都能盡可能地透明。

Our approach to documentation also helps with onboarding new team members, because everything they need to know is in one place.
我們對文檔的方法也有助于新團隊成員的入職玩郊，因為他們需要知道的一切都在一個地方肢执。

We also have an extensive onboarding template and we host a GitLab 101 for new hires to ask questions.
我們還有一個詳盡的入職模板，我們還為新員工舉辦GitLab 101译红，以便他們提問预茄。

Using GitLab for Remote Collaboration

使用GitLab進行遠程協(xié)作

GitLab relies on GitLab to build, sustain, and evolve its company handbook. GitLab is a collaboration tool designed to help people work better together whether they are in the same location or spread across multiple time zones.
GitLab依賴于GitLab來建立、維護和發(fā)展其公司手冊临庇。GitLab是一個協(xié)作工具反璃，旨在幫助人們更好地協(xié)同工作，無論他們是在同一地點還是分布在多個時區(qū)假夺。

Originally, GitLab let software developers collaborate on writing code and packaging it up into software applications. Today, GitLab has a wide range of capabilities used by people around the globe in all kinds of companies and roles.
最初淮蜈，GitLab讓軟件開發(fā)人員協(xié)同編寫代碼并將其打包成軟件應(yīng)用程序。今天已卷，GitLab擁有廣泛的功能梧田，被全球各種公司和角色的人們使用。

You can learn more at GitLab’s remote team solutions page.
您可以在GitLab的遠程團隊解決方案頁面上了解更多信息侧蘸。

Docs Instead of Whiteboards
使用文檔而不是白板

We’re often asked, “But how do you whiteboard without everyone physically together?” We use Google Docs for collaboration. Every meeting has a Google Doc agenda, which is used for documenting discussions, decisions, and actions.
人們經(jīng)常問：“但是在沒有所有人在一起的情況下裁眯，你們?nèi)绾问褂冒装澹俊蔽覀兪褂肎oogle文檔進行協(xié)作。每次會議都有一個Google文檔的議程摇予，用于記錄討論宇整、決策和行動。

Everyone in the meeting can add notes at the same time, and we even finish each other’s sentences sometimes.
會議中的每個人都可以同時添加筆記逢艘，有時我們甚至?xí)ハ嗤瓿删渥印?/p>

By brainstorming in text instead of drawings, we’re forced to clearly articulate proposals, designs, and ideas, with less variance in interpretations. A picture may be worth a thousand words, but it’s also open to as many interpretations as there are people viewing it.
通過文字頭腦風(fēng)暴而不是繪圖，我們被迫清晰地闡述提案骤菠、設(shè)計和想法它改，解釋的差異較小。一幅圖片可能值得一千個詞商乎，但它也對解釋開放央拖，正如查看它的人那樣多。

This breaks down silos by having information easily accessible and allows for team members to work together quickly to achieve our shared goals.
這樣可以輕松訪問信息，打破信息孤島鲜戒，使團隊成員能夠迅速協(xié)同工作专控，實現(xiàn)我們的共同目標(biāo)。

With Google Docs, we use indentations to go more in-depth on a given topic. This method retains context for comments, discussions, and ideas, even if someone wasn’t present for the original conversation.
在Google文檔中袍啡，我們使用縮進來更深入地探討某個話題踩官。這種方法保留了評論、討論和想法的上下文境输，即使有人沒有參與原始對話蔗牡。

Docs instead of water coolers
文檔取代飲水機旁的交談

Documentation also helps with transparency, which is critical to remote work.
文檔化對于遠程工作的透明度也是非常關(guān)鍵的。

While decisions made around office water coolers may be familiar in traditional workplaces, input is limited to those present.
雖然在傳統(tǒng)工作場所嗅剖，圍繞辦公室飲水機做的決策可能是熟悉的辩越，但輸入僅限于在場的人。

Those who are not present feel left out, and you’re missing an opportunity to hear different perspectives.
那些不在場的人會覺得被忽視信粮，而你錯過了聽取不同觀點的機會黔攒。

The GitLab way of working is more inclusive.
GitLab的工作方式更具包容性。

By documenting everything, no one is left out of the conversation and a diverse set of perspectives can be heard, not only from GitLab team members but also from customers and community contributors.
通過文檔化一切强缘，沒有人會被排除在對話之外督惰，可以聽到各種各樣的觀點，不僅來自GitLab團隊成員旅掂，還來自客戶和社區(qū)貢獻者赏胚。

from the broader community.
在GitLab的工作方式下，通過完整的文檔記錄商虐，確保每個人都可以參與到討論中來觉阅，并聽到來自GitLab團隊成員以外的更廣泛的觀點和意見。

This means that even if someone wasn't present during a decision-making conversation, they can still weigh in, provide feedback, and understand the rationale behind it.
這意味著秘车，即使某人在決策過程中未能參與典勇，他們?nèi)匀豢梢园l(fā)表意見，提供反饋叮趴，并理解背后的邏輯和原因割笙。

Having a written record allows for a more structured review of decisions and ensures ideas don't get lost.
書面記錄允許對決策進行更有結(jié)構(gòu)的回顧，并確保意見不會被遺忘或丟失眯亦。

This is a shift from traditional water cooler conversations to comprehensive documentation which leads to a more inclusive and transparent work culture.
這是從傳統(tǒng)的水吧對話轉(zhuǎn)變?yōu)槿娴奈臋n記錄咳蔚，從而導(dǎo)致更具包容性和透明度的工作文化。

Scaling by documenting
通過文檔來進行擴展

In the interview above between GitLab co-founder and CEO Sid Sijbrandij and The New Stack’s Alex Williams, Sid explains the importance of “handbook first” when it comes to maintaining velocity and efficiency in scaling a team.
在上述GitLab聯(lián)合創(chuàng)始人和首席執(zhí)行官Sid Sijbrandij與The New Stack的Alex Williams之間的采訪中搔驼，Sid解釋了在維持團隊擴展的速度和效率時“手冊優(yōu)先”的重要性。

Because we’re all-remote, we’ve been forced to adopt a lot of best practices early on. It scales a lot better.
因為我們都是遠程工作侈询，所以我們被迫早早地采納了許多最佳實踐舌涨。這樣擴展效果更好。

If you’re colocated and on the same floor, that works well. If you’re on multiple floors in the same building, that starts to deteriorate a bit.
如果你們都在同一樓層，那工作得很好囊嘉。但如果你們在同一棟樓的不同樓層温技，情況就開始逐漸惡化。

If you’re in multiple buildings in the same city, that gets worse. If you’re in multiple cities, it’s harder, and if you’re in multiple countries, it starts to break down.
如果你們在同一城市的多棟建筑中扭粱，情況會更糟舵鳞。如果你們分布在多個城市，那會更困難琢蛤，而如果你們在多個國家蜓堕，情況就開始崩潰。

It’s how most companies work, and that’s one of the reasons why companies are really hard to scale.
這就是大多數(shù)公司的運作方式博其，這也是公司難以擴展的原因之一套才。

We never scaled by doing that. We always scaled by writing things down and recording things. As we grow bigger, it’s paying off.
我們從未采用那種方式來擴展。我們總是通過記下事物和記錄事物來進行擴展慕淡。隨著我們的成長背伴，這開始產(chǎn)生效果。

At GitLab, we have a rule that says handbook first. If you’re going to communicate a change to people, first put it in the handbook and then communicate that change to people.
在GitLab峰髓，我們有一個規(guī)定傻寂，即首先更新手冊。如果你要向人們傳達某個變化携兵，首先要把它寫入手冊疾掰，然后再與人們溝通。

Our handbook has grown to over 3,000 pages — it’s impossible to read all of it — but you’re going to read the sections that are relevant to the job that you have to do.
我們的手冊已經(jīng)增長到了超過3,000頁——不可能全部閱讀——但你會閱讀與你的工作相關(guān)的部分眉孩。

We encourage people to record things and share things. We’re continuously trying to move conversations out of Slack and into GitLab Issues where everyone can see them.
我們鼓勵人們記錄和分享事物个绍。我們一直在努力將對話從Slack轉(zhuǎn)移到GitLab Issues，以便每個人都可以看到浪汪。

We encourage people to stream to YouTube on GitLab Unfiltered. - GitLab co-founder and CEO Sid Sijbrandij
我們鼓勵人們在GitLab Unfiltered上向YouTube直播巴柿。- GitLab聯(lián)合創(chuàng)始人兼首席執(zhí)行官Sid Sijbrandij

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 to deprioritize when other seemingly urgent tasks are vying for your attention.
這是日常應(yīng)用中比較困難的一件事∷涝猓花時間記錄解決方案在當(dāng)下可能并不讓人滿意广恢，并且在其他看似緊急的任務(wù)爭奪你的注意力時，很容易被降低優(yōu)先級呀潭。

To relieve tension, empower DRIs to make decisions, and create a more productive future for a team, it’s vital to place a high degree of value on pausing to document.
為了減少緊張钉迷，授權(quán)DRI做出決策，并為團隊創(chuàng)造更加高效的未來钠署，給予記錄過程高度的重視是至關(guān)重要的糠聪。

This requires leadership to praise and reward the act of documenting, measuring these contributions as diligently as one would measure sales or conversions.
這需要領(lǐng)導(dǎo)層贊揚和獎勵記錄的行為，像測量銷售或轉(zhuǎn)換一樣努力地測量這些貢獻谐鼎。

This applies to all companies, though it can produce outsized gains in all-remote organizations where there are fewer opportunities for information to be shared in a physical space.
這適用于所有公司舰蟆，盡管在所有遠程組織中，由于在實體空間中分享信息的機會較少，因此可以產(chǎn)生超大的收益身害。

This also requires humility, and a recognition that human memories aren’t perfect. It’s impossible to predict the future, but documenting a solution as soon as it is discovered guarantees that the answer will be available should it ever be needed later.
這還需要一種謙遜的態(tài)度味悄，要認識到人的記憶并不是完美的。我們不可能預(yù)測未來塌鸯，但一旦發(fā)現(xiàn)解決方案就立即記錄下來侍瑟，可以確保將來需要時答案將是可用的。

GitLab's all-remote work approach pushed the company to adopt best practices from the beginning.
GitLab的全遠程工作方法推動了公司從一開始就采納最佳實踐丙猬。

Colocation has its limits when it comes to scaling, but GitLab's approach to documentation bypasses these hurdles.
當(dāng)涉及到擴展時涨颜，同一地點工作有其限制，但GitLab的文檔化方法繞過了這些障礙淮悼。

Instead of relying on physical proximity, GitLab scales by documenting everything.
GitLab并沒有依賴物理接近性來擴展咐低，而是通過記錄一切來實現(xiàn)擴展。

The "handbook first" rule ensures that changes are communicated effectively across the organization.
“手冊優(yōu)先”的規(guī)則確保變化在整個組織中得到有效地溝通袜腥。

With over 3,000 pages, the GitLab handbook serves as a comprehensive guide for its employees.
GitLab的手冊擁有超過3,000頁见擦，為其員工提供了全面的指南。

Emphasizing documentation can be challenging daily, especially when faced with urgent tasks.
每天強調(diào)文檔化可能是具有挑戰(zhàn)性的羹令，特別是面對緊急任務(wù)時鲤屡。

But prioritizing documentation is crucial for organizational clarity and productivity.
但是，優(yōu)先考慮文檔化對于組織的清晰性和生產(chǎn)力至關(guān)重要福侈。

This strategy not only benefits remote organizations but all companies seeking efficient scaling.
這種策略不僅對遠程組織有益酒来，而且對所有尋求有效擴展的公司都有益。

Documentation, in the long run, ensures that knowledge remains accessible and isn't lost over time.
從長遠來看肪凛，文檔化確保知識保持可訪問性堰汉，并且隨著時間的推移不會喪失。

Documenting is a foundational strategy for scaling any organization.
記錄是擴展任何組織的基礎(chǔ)策略伟墙。

As companies grow, it becomes crucial to keep information consistent and accessible.
隨著公司的增長翘鸭，保持信息的一致性和可訪問性變得至關(guān)重要。

Without documentation, valuable knowledge can be lost or misunderstood.
沒有文檔戳葵，有價值的知識可能會丟失或被誤解就乓。

This is especially true for remote teams where face-to-face communication is limited.
這對于面對面溝通受限的遠程團隊尤其正確。

A well-documented process aids in onboarding new team members efficiently.
一個記錄完善的過程有助于高效地讓新團隊成員開始工作拱烁。

It also ensures that decisions and updates are transparent and traceable.
它還確保決策和更新是透明和可追溯的生蚁。

Ultimately, documentation promotes organizational memory and continuity.
最終，文檔化促進了組織的記憶和連續(xù)性戏自。

Companies that prioritize documentation can scale more sustainably and with fewer hiccups.
優(yōu)先考慮文檔化的公司可以更可持續(xù)地擴展并減少故障邦投。

Asynchronous
異步

GitLab customer illustration
GitLab客戶插圖

When you open your talent acquisition pipeline to the world, you create an opportunity to hire people in an array of time zones.
當(dāng)你向全球開放你的人才招聘渠道時，你為招聘處于各種時區(qū)的人創(chuàng)造了機會擅笔。

The ability to hand projects off across time zones is a competitive advantage, but minimizing disconnects, frustrations, and awkwardly-timed meetings requires an intentional approach.
跨時區(qū)交接項目的能力是一種競爭優(yōu)勢尼摹，但要最小化斷開連接见芹、沮喪和不合時宜的會議則需要有意識的方法。

This mentality must be actively reinforced.
這種心態(tài)必須被積極加強蠢涝。

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 a fellow colleague can verbalize.
例如，在團隊社交通話中阅懦，數(shù)十人加入視頻聊天以團結(jié)為一體和二，議程允許那些無法參加的人添加喊話或討論點，同事可以口頭表達這些點耳胎。

This is an intentional approach to not only working asynchronously, but socializing asynchronously.
這不僅是異步工作惯吕，還是異步社交的有意識方法。

Leonardo Federico, co-founder at Sametab, offers an interesting perspecitve on asynchronous communication, noting that it provides more optionality.
Sametab的聯(lián)合創(chuàng)始人Leonardo Federico對異步通信提供了一個有趣的觀點怕午，指出它提供了更多的選擇性废登。

[Asynchronous] allows you to reorganize the company in a divisional organization more easily and embrace remote working even if you’re colocated. Everything that works in an async fashion can also work sync but not vice-versa.
[異步]允許您更輕松地將公司重新組織為部門組織，并即使您位于同一位置也可以采用遠程工作郁惜。以異步方式工作的所有事物也可以同步工作堡距，但反之則不然。

Active reinforcement
積極強化

The first step in creating an atmosphere where colleagues are comfortable working asynchronously is to avoid the default mentality as it applies to meetings.
創(chuàng)建一個同事們可以舒適地異步工作的氛圍的第一步是避免在與會議相關(guān)的默認心態(tài)兆蕉。

By making meetings optional, recording and documenting everything, being diligent to follow an agenda, and leveraging tools like GitLab Issues and Slack, all-remote companies are less reliant on colleagues being online at the same time.
通過使會議變?yōu)榭蛇x羽戒、記錄和文檔化一切、努力遵循議程虎韵、并利用像GitLab Issues和Slack這樣的工具易稠，全遠程公司對同事同時在線的依賴性就減少了。

This mentality must be actively reinforced.
這種心態(tài)必須積極強化包蓝。

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 a fellow colleague can verbalize.
例如驶社，在團隊社交呼叫中，數(shù)十人參與視頻聊天以團結(jié)為團隊测萎，議程允許那些不能參加的人添加呼喊或討論點亡电，同事可以口頭表達。

This is an intentional approach to not only working asynchronously, but socializing asynchronously.
這是一種故意的方法绳泉，不僅是異步工作逊抡，而且是異步社交。

Leonardo Federico, co-founder at Sametab, offers an interesting perspecitve on asynchronous communication, noting that it provides more optionality.
Sametab的聯(lián)合創(chuàng)始人Leonardo Federico對異步通信提供了一個有趣的觀點零酪，指出它提供了更多的選擇性冒嫡。

[Asynchronous] allows you to reorganize the company in a divisional organization more easily and embrace remote working even if you’re colocated. Everything that works in an async fashion can also work sync but not vice-versa.
[異步]允許你更容易地重新組織公司為部門式組織，并接受遠程工作四苇，即使你們位于同一地點孝凌。所有以異步方式工作的事物也可以同步工作，但反之則不然月腋。

Benefits for morale, wellbeing, and lowering stress
提高士氣蟀架、健康和減少壓力的好處

Emna G., founder and CEO at Veamly and GitLab’s Darren M. discuss why asynchronous is the future.
Veamly的創(chuàng)始人兼首席執(zhí)行官Emna G.和GitLab的Darren M. 討論為什么異步是未來瓣赂。

Asynchronous versus synchronous is traditionally seen as a process choice. What we’ve found at GitLab is that it’s also a cultural element.
異步與同步傳統(tǒng)上被視為一個過程的選擇。我們在GitLab發(fā)現(xiàn)的是片拍，它也是一個文化元素煌集。

Being fully committed to asynchronous communication can improve morale and wellbeing.
完全致力于異步溝通可以提高士氣和健康。

If you operate with a mindset of having no other colleagues online at the same time, it forces you to encapsulate your work on a project in a way that can be ingested by others at a time convenient to them.
如果你采取一種沒有其他同事同時在線的心態(tài)來操作捌省，這會迫使你以一種能在對他們方便的時候被其他人理解的方式封裝你的項目工作苫纤。

This not only improves documentation, but it relieves everyone of the burdens associated with needing to be at work at the same time.
這不僅可以改善文件記錄，還可以減輕所有人因需要同時工作而承擔(dān)的負擔(dān)纲缓。

When you approach your work in this manner, it’s less chaotic. The sense of urgency is not on rushing something out, but on the thoroughness and thoughtfulness in documentation. — Darren M., GitLab
當(dāng)你以這種方式處理你的工作時卷拘，它會少一些混亂。緊迫感不是匆忙地完成某事祝高，而是在文檔中的徹底性和周到性上栗弟」す耄— Darren M., GitLab

There are considerations that go beyond productivity metrics.
存在超出生產(chǎn)力指標(biāo)的考慮乍赫。

Companies should ask if demanding synchronous communication is impacting their team’s ability to reason and process challenges in the most efficient and healthy way.
公司應(yīng)該詢問是否要求同步溝通影響到他們的團隊以最有效和健康的方式進行推理和處理挑戰(zhàn)的能力。

With synchronous communication, the problem is that it creates a fake sense of emergency.
對于同步通信斤寂，問題在于它創(chuàng)造了一個假的緊急感耿焊。

It creates a heavy interruptive environment with a lot of context switching. You end up highly stressed all the time.
它創(chuàng)造了一個中斷重重的環(huán)境，其中有大量的上下文切換遍搞。你最終會一直處于高度緊張的狀態(tài)罗侯。

We don’t realize it because we, as a society, are so used to our stress. We live with it, and we don’t even know what a life without bad stress is. By removing that interruptive effect [with asynchronous communication], that’s how we go into the future.
我們沒有意識到這一點，因為作為一個社會溪猿，我們非常習(xí)慣于我們的壓力钩杰。我們與之共存，甚至不知道沒有壞的壓力是什么樣的生活诊县。通過消除那種中斷效應(yīng)[通過異步通信]讲弄，這就是我們進入未來的方式。

We cannot sustain, as a humanity, this way of life. We cannot keep up with it. — Emna G., founder and CEO at Veamly
作為一個人類依痊，我們無法維持這種生活方式避除。我們無法跟上它⌒剜遥— Emna G., Veamly的創(chuàng)始人和首席執(zhí)行官

Asynchronous communication alone will not solve challenges associated with remote work, but it is a useful tool in a wider arsenal of tactics to avoid issues such as burnout.
僅異步溝通不會解決與遠程工作相關(guān)的挑戰(zhàn)瓶摆，但它是避免燃盡等問題的更廣泛策略武器庫中的有用工具。

Time and productivity
時間與生產(chǎn)力

When referencing time and productivity, Remote CTO Marcelo Lebre shares a potent thought on asynchronous communication in a relevant blog post.
當(dāng)提到時間和生產(chǎn)力時性宏，遠程首席技術(shù)官Marcelo Lebre在一篇相關(guān)的博客文章中分享了關(guān)于異步溝通的有力觀點群井。

Async communication shines with great power here, as it shields everyone’s time and focus while reducing meaningless time sinks.
異步溝通在這里發(fā)揮出巨大的力量，因為它保護了每個人的時間和注意力毫胜，同時減少了無意義的時間消耗书斜。

When you’re communicating async, this types of interruptions happen much less.
當(dāng)你異步溝通時诬辈，這種類型的中斷發(fā)生得少得多。

And the total time that you’re able to do deep work is longer, the chance of achieving Flow much higher.
而且你能夠進行深度工作的總時間更長荐吉，實現(xiàn)流動狀態(tài)的機會也大得多焙糟。

Learn more about GitLab’s approach to asynchronous working by viewing our Efficiency and Collaboration values.
通過查看我們的效率和協(xié)作價值觀，了解更多關(guān)于GitLab對異步工作的方法样屠。

Separating decision gathering from decision making
分離決策收集與決策制定

GitLab collaboration illustration
GitLab 協(xié)作插圖

Paralysis by analysis is something all companies should seek to avoid.
所有公司都應(yīng)該避免分析癱瘓酬荞。

In managing through this at an all-remote company, leaders should ensure that all colleagues understand that consensus doesn’t scale.
在全遠程公司中管理這個問題時，領(lǐng)導(dǎo)者應(yīng)確保所有同事都明白瞧哟，共識是無法擴展的。

Thus, there should be no goal to achieve consensus.
因此枪向，不應(yīng)該有達到共識的目標(biāo)勤揩。

This may feel awkward or unnatural to those coming from colocated corporate environments, but trusting decision makers and living out the value of iteration prevents unnecessary slowdowns in your organization.
對于那些來自合作公司環(huán)境的人來說，這可能會感到尷尬或不自然秘蛔，但信任決策者并實踐迭代的價值可以防止組織中不必要的減速陨亡。

By intentionally separating the process of decision gathering and decision making, you provide ample opportunity for everyone to add input, offering up fresh angles for consideration that may well sway the mind of the DRI (directly responsible individual).
通過有意識地分離決策收集和決策制定的過程，你為每個人提供了充足的機會提供輸入深员，提供了新的考慮角度负蠕，這可能會影響DRI（直接負責(zé)的個人）的想法。

It is vital for all-remote companies to foster an atmosphere of trust and learning, such that grudges are not held against decision-makers after decision gathering has occurred.
對于全遠程公司來說倦畅，培養(yǎng)一種信任和學(xué)習(xí)的氛圍至關(guān)重要遮糖，以確保在決策收集發(fā)生后，不會對決策者懷恨在心叠赐。

At GitLab, this is manifested in our Collaboration value, which includes kindness, sharing, short toes, no ego, and assuming positive intent.
在GitLab欲账，這體現(xiàn)在我們的合作價值觀中，包括善良芭概、分享赛不、簡短、無私罢洲、假設(shè)積極意圖踢故。

Applying iteration to everything
將迭代應(yīng)用于所有事物

In the video above, published on the GitLab Unfiltered YouTube channel, Emilie Schario, Data Analyst, and Sid Sijbrandij, co-founder and CEO, discuss the best way to organize the Metrics pages in the company Handbook.
在上面的視頻中，發(fā)布在GitLab Unfiltered YouTube頻道上惹苗，數(shù)據(jù)分析師Emilie Schario和聯(lián)合創(chuàng)始人兼首席執(zhí)行官Sid Sijbrandij討論了在公司手冊中組織指標(biāo)頁面的最佳方法殿较。

Iteration is oft applied to engineering, but asking only part of the company to iterate can create discord.
迭代經(jīng)常應(yīng)用于工程，但只要求公司的一部分進行迭代可能會導(dǎo)致不和鸽粉。

All-remote companies must empower every member of the team, across every function and job level, to approach their work with an iterative mindset.
全遠程公司必須授權(quán)團隊的每個成員斜脂，在每個職能和職位層面，都采用迭代的思維方式來處理他們的工作触机。

By applying iteration to everything, it removes the barrier of fear and judgement.
通過將迭代應(yīng)用于所有事物帚戳，它消除了恐懼和判斷的障礙玷或。

It also enables faster cycles, and it makes miscues far less damaging.
它還使得周期更快，而且使失誤的損害大大減少片任。

For example, don’t write a large plan, only write the first step. Trust that you’ll know better how to proceed after something is released.
例如偏友，不要寫一個大計劃，只寫第一步对供。相信在發(fā)布某件事之后位他，你會更清楚如何進行。

Iteration can be uncomfortable, even painful. If you’re doing iteration correctly, it should be.
迭代可能是不舒服的产场，甚至是痛苦的鹅髓。如果你正確地進行迭代，那應(yīng)該是這樣的京景。

Instilling this in an all-remote team is difficult.
在全遠程團隊中灌輸這一點是困難的窿冯。

Most people are naturally inclined to only showcase polished work.
大多數(shù)人天生只傾向于展示打磨過的工作。

In turn, managing this aspect of an all-remote team requires reminders that it’s preferred to share unfinished work.
反過來确徙，管理全遠程團隊的這個方面需要提醒醒串，更希望分享未完成的工作。

Leaders should work diligently to ensure that teams have a low level of shame and believe that everything is in draft and subject to change.
領(lǐng)導(dǎo)者應(yīng)該努力確保團隊有很低的羞愧感鄙皇，并且相信一切都是草稿芜赌，都可能會改變。

Learn more about GitLab’s value of iteration in our Handbook, and read how one team used survey results to iterate on culture.
在我們的手冊中了解更多關(guān)于GitLab的迭代價值伴逸，并閱讀一個團隊如何使用調(diào)查結(jié)果迭代文化缠沈。

Company-wide organizational chart
公司全面的組織結(jié)構(gòu)圖

There are no corner offices in an all-remote company.
在全遠程公司里，沒有角落的辦公室违柏。

Although you should consider the organizational structure that makes the most sense for you (and iterate as the company evolves), one thing that should not change is the level of transparency.
盡管你應(yīng)該考慮對你最有意義的組織結(jié)構(gòu)（并隨著公司的發(fā)展進行迭代）博烂，但有一件事不應(yīng)該改變，那就是透明度的水平漱竖。

To give each member of the company an equal view of how the organization is structured, how job levels/families are established, and what reporting structures look like, it’s wise to consider an org chart accessible to all team members.
為了讓公司的每個成員都能平等地了解組織是如何構(gòu)建的禽篱，工作級別/家族是如何建立的，以及報告結(jié)構(gòu)是什么樣的馍惹，最明智的做法是考慮一個所有團隊成員都可以訪問的組織結(jié)構(gòu)圖躺率。

This removes ambiguity and enables clearer lines of communication.
這消除了模糊性，并使通信線路更加清晰万矾。

We invite other all-remote companies to mirror GitLab’s approach to publishing its team structure.
我們邀請其他全遠程公司模仿GitLab發(fā)布其團隊結(jié)構(gòu)的方法悼吱。

Avoiding dotted lines and matrix organization
避免虛線和矩陣組織結(jié)構(gòu)

In the video above, published on GitLab’s YouTube channel, GitLab co-founder and CEO Sid Sijbrandij and Arch Systems CEO Andrew Scheuermann discuss structure within distributed companies.
在上面的視頻中，發(fā)布在GitLab的YouTube頻道上良狈，GitLab聯(lián)合創(chuàng)始人兼首席執(zhí)行官Sid Sijbrandij和Arch Systems首席執(zhí)行官Andrew Scheuermann討論了分布式公司內(nèi)的結(jié)構(gòu)后添。

In all-remote companies, it is easy to fall into a situation where you work with a day-to-day lead but report to someone else. There are no physical office structures to reinforce reporting structures.
在全遠程公司中，很容易陷入這樣一種情況薪丁，即你與日常領(lǐng)導(dǎo)一起工作遇西，但向其他人匯報馅精。沒有物理辦公結(jié)構(gòu)來加強報告結(jié)構(gòu)。

Leaders in an all-remote company must work to avoid dotted lines and matrix organization. Everyone should report to exactly one person, and that person should understand your day-to-day tasks and be well-positioned to assist you in removing obstacles to thriving in your role.
全遠程公司的領(lǐng)導(dǎo)者必須努力避免虛線和矩陣組織結(jié)構(gòu)粱檀。每個人都應(yīng)該只向一個人匯報洲敢，那個人應(yīng)該了解你的日常任務(wù)，并且處于有利位置來幫助你消除在你的角色中蓬勃發(fā)展的障礙茄蚯。

Whenever there is need to work on a specific, high-level, cross functional business problem, a working group should be established for that need.
每當(dāng)需要處理具體的压彭、高層次的、跨職能的業(yè)務(wù)問題時渗常，都應(yīng)該為此建立一個工作組壮不。

Learn more about GitLab’s approach in the Leadership section of our Handbook.
您可以在我們手冊的領(lǐng)導(dǎo)力部分了解更多關(guān)于GitLab的方法。

Focusing on results
關(guān)注結(jié)果

In the video above, published to GitLab’s YouTube channel, members of the engineering team demonstrate a focus on metrics.
在上面發(fā)布到GitLab的YouTube頻道的視頻中皱碘，工程團隊的成員展示了對指標(biāo)的關(guān)注忆畅。

Perhaps the easiest way to avoid overanalyzing management in an all-remote company is to focus on results. Focusing on results over hours worked creates an atmosphere where colleagues direct effort on the right things — shipping great code, making a client happy, solving a teammate’s problem, etc.
也許在全遠程公司避免過度分析管理的最簡單方法是關(guān)注結(jié)果。關(guān)注工作時間之外的結(jié)果尸执，為同事們創(chuàng)造了一個氛圍，讓他們將精力放在正確的事情上——發(fā)布出色的代碼缓醋、讓客戶滿意如失、解決團隊成員的問題等。

This enables team members to complete their work and turn their attention to non-work activities (family, exercise, reading, caregiving, philanthropy, etc.) as quickly as possible.
這使團隊成員能夠盡快完成他們的工作送粱，并將注意力轉(zhuǎn)向非工作活動（如家庭褪贵、鍛煉、閱讀抗俄、照顧他人脆丁、慈善等）。

By focusing on results, each team member has less of a mental burden to carry. They’re aware that results are what matter as opposed to items like personal success, status, and ego.
通過關(guān)注結(jié)果动雹，每個團隊成員的心理負擔(dān)都減輕了槽卫。他們意識到真正重要的是結(jié)果，而不是個人成功胰蝠、地位和自我歼培。

Learn more on GitLab’s Results value in our Handbook.
在我們的手冊中了解更多關(guān)于GitLab的“結(jié)果價值”。

Objectives and Key Results (OKRs)
目標(biāo)與關(guān)鍵結(jié)果（OKRs）

All-remote companies should go beyond striving for results. They should add as much detail and clarity as possible to what those results are, and what is measured along the way.
所有遠程公司都應(yīng)該超越對結(jié)果的追求茸塞。他們應(yīng)該盡可能詳細和明確地說明這些結(jié)果是什么躲庄，以及沿途測量的是什么。

This can be achieved by implementing Objectives and Key Results (OKRs), a widely used framework for setting strategy and removing ambiguity over what matters.
這可以通過實施目標(biāo)與關(guān)鍵結(jié)果（OKRs）來實現(xiàn)钾虐，這是一種廣泛用于制定策略和消除對重要事項的模糊性的框架噪窘。

Learn more about GitLab’s implementation of OKRs.
了解更多關(guān)于GitLab如何實施OKRs的信息。

Key Performance Indicators (KPIs)
關(guān)鍵績效指標(biāo)（KPIs）

Managing results requires clear communication of what’s being measured. KPIs strip away the guesswork and allow global teams to look at uniform data for making decisions.
管理結(jié)果需要清楚地溝通正在測量的內(nèi)容效扫。KPIs消除了猜測倔监，并允許全球團隊查看統(tǒng)一的數(shù)據(jù)來做決策直砂。

It’s vital that all-remote companies make KPIs available to all. This not only helps each team member focus their efforts on driving results that move needles that matter, but it also creates empathy.
對所有遠程公司來說，向所有人提供KPIs至關(guān)重要丐枉。這不僅幫助每個團隊成員將他們的努力集中在推動真正重要的結(jié)果上哆键，而且還能產(chǎn)生共鳴。

Although KPIs are emotionless, allowing teams to understand what other teams are working towards creates an atmosphere of compassion, and enables team members to more easily offer help that is specific to an indicator.
盡管KPIs是無情的瘦锹，但讓團隊理解其他團隊正在努力的方向可以營造出一種充滿同情心的氛圍籍嘹，并使團隊成員能夠更容易地提供與某個指標(biāo)相關(guān)的幫助。

Learn more about KPIs at GitLab.
了解更多在GitLab的關(guān)于KPIs的信息弯院。

Encourage flexibility and balance
鼓勵靈活性和平衡
GitLab values illustration
GitLab的價值觀插圖

In a conversation with GitLab’s Head of Remote about company values, community contributor JD Lewin suggested that much of what leaders concern themselves with (surrounding management) can be addressed by creating a respectful work atmosphere.
在與GitLab的遠程工作主管關(guān)于公司價值觀的對話中辱士，社區(qū)貢獻者JD Lewin建議，領(lǐng)導(dǎo)者所關(guān)心的許多問題（圍繞管理）可以通過創(chuàng)建一個受人尊敬的工作氛圍來解決听绳。

When considering a new employer, he noticed that many conversations focused on the work rather than the environment. His articulation of this was powerful, and is transcribed with permission below.
當(dāng)考慮新的雇主時颂碘，他注意到許多對話集中在工作上，而不是環(huán)境上椅挣。他對此的表達很有力头岔，以下是經(jīng)過授權(quán)的轉(zhuǎn)錄。

It’s not about what the work is. I ask this: “Does the organization support and complement what the rest of my life consists of? Does going to work each day snap into what the rest of my life is?”
這不是關(guān)于工作是什么鼠证。我這樣問：“這個組織是否支持并補充我生活的其他部分峡竣？每天上班是否與我生活的其他部分相契合？”

For example: being a dad in the early 21st century means you need to show up in your child’s life. I need to know that I can step away from my work in the middle of the afternoon if that’s what my family requires of me. The culture must support that. In turn, I’ll want to work the rest of my life for an employer who creates such an atmosphere.
例如：在21世紀(jì)初做父親意味著你需要在孩子的生活中出現(xiàn)量九。我需要知道适掰，如果我的家庭需要我這樣做，我可以在下午中途離開我的工作荠列。公司文化必須支持這一點类浪。反過來，我會想為一個創(chuàng)造這樣氛圍的雇主工作我的余生肌似。

Waking up and wanting to work each day is a function of the relationship between the people at a company.
每天醒來并想要工作是公司員工之間關(guān)系的一個功能。

Getting started: the early days of remote management
開始：遠程管理的初期
Leaders should ensure that new remote hires read a getting started guide, and make themselves available to answer questions throughout one’s journey with the company.
領(lǐng)導(dǎo)者應(yīng)確保新的遠程員工閱讀入門指南川队，并在員工與公司的整個旅程中隨時回答問題受楼。

Tomasz Tunguz describes it as such in an article entitled “The Early Discipline of Remote startups.”
Tomasz Tunguz在一篇題為“遠程初創(chuàng)公司的早期紀(jì)律”的文章中這樣描述它。

As teams scale, they need to develop infrastructure to successfully manage and coordinate large numbers of people. But in the early days, by virtue of being close to each other physically, it’s easier to delay some of these investments.
隨著團隊規(guī)模的擴大呼寸，他們需要開發(fā)基礎(chǔ)設(shè)施來成功管理和協(xié)調(diào)大量的人艳汽。但在早期，由于物理上彼此接近对雪，推遲這些投資變得更加容易河狐。

A quick hallway meeting of a few key stakeholders might be all it takes to commit to a strategic change. A last-minute all-hands roused through word-of-mouth may be the prelude to a fundraising announcement.
幾個關(guān)鍵利益相關(guān)者的快速走廊會議可能就足以承諾進行戰(zhàn)略變革。最后一刻通過口口相傳召集的全體會議可能是籌款公告的前奏。

For a business that exists somewhere on the distributed-to-remote continuum these options don’t exist, or at least they are significantly harder. These kind of communications are just as necessary within remote or distributed teams, but they require more planning, more foresight in order to be successful.
對于存在于分散到遠程連續(xù)體上的業(yè)務(wù)馋艺，這些選項是不存在的栅干，或者至少它們要困難得多。這種通信在遠程或分散的團隊中同樣是必要的捐祠，但它們需要更多的計劃和遠見才能成功碱鳞。

Some very early stage companies are bringing in these disciplines from the outset, because of the demands of remote work. And this is a wonderful thing, because this investment will compound over the life of the business. - Tomasz Tunguz, venture capitalist at Redpoint Ventures
一些非常早期的公司從一開始就引入了這些紀(jì)律，因為遠程工作的要求踱蛀。這是一件美好的事情窿给，因為這種投資將在業(yè)務(wù)的整個生命周期中增值。- Tomasz Tunguz率拒，Redpoint Ventures的風(fēng)險投資家崩泡。

GitLab Knowledge Assessment: All-remote management
GitLab知識評估：全遠程管理

Anyone can test their knowledge on all-remote management by completing the knowledge assessment.
任何人都可以通過完成知識評估來測試他們在全遠程管理上的知識。

Earn at least an 80% or higher on the assessment to receive a passing score.
在評估中至少獲得80%或更高的分數(shù)才能獲得及格分數(shù)猬膨。

Once the quiz has been passed, you will receive an email acknowledging the completion from GitLab.
一旦通過了測驗角撞，您將收到一封來自GitLab確認完成的電子郵件。

We are in the process of designing a GitLab Remote Certification and completion of the assessment will be one requirement in obtaining the certification.
我們正在設(shè)計一個GitLab遠程認證勃痴，完成評估將是獲得該認證的一個要求谒所。

If you have questions, please reach out to our Learning & Development team at learning@gitlab.com.
如果您有問題，請聯(lián)系我們的學(xué)習(xí)和發(fā)展團隊沛申，郵箱為learning@gitlab.com百炬。

Is this advice any good?
這些建議好嗎？

GitLab all-remote team illustration
GitLab 全遠程團隊插圖

GitLab is one of the world’s largest all-remote companies.
GitLab 是世界上最大的全遠程公司之一污它。

We are 100% remote, with no company-owned offices anywhere on the planet.
我們100%遠程辦公，全球沒有公司擁有的辦公室庶弃。

We have over 1,500 team members in more than 65 countries.
我們在超過65個國家擁有超過1500名團隊成員衫贬。

The primary contributor to this article (Darren Murph, GitLab’s Head of Remote) has over 15 years of experience working in and reporting on colocated companies, hybrid-remote companies, and all-remote companies of various scale.
本文的主要貢獻者（Darren Murph，GitLab的遠程工作主管）在合并公司歇攻、混合遠程公司以及各種規(guī)模的全遠程公司中工作和報告的經(jīng)驗超過15年固惯。

Just as it is valid to ask if GitLab’s product is any good, we want to be transparent about our expertise in the field of remote work.
就像詢問GitLab的產(chǎn)品是否好用一樣，我們希望在遠程工作領(lǐng)域的專長上保持透明缴守。

Contribute your lessons
貢獻你的經(jīng)驗

GitLab believes that all-remote is the future of work, and remote companies have a shared responsibility to show the way for other organizations who are embracing it.
GitLab相信全遠程是工作的未來葬毫，遠程公司有共同的責(zé)任向其他擁抱這種模式的組織展示道路。

If you or your company has an experience that would benefit the greater world, consider creating a merge request and adding a contribution to this page.
如果你或你的公司有能夠造福更大世界的經(jīng)驗屡穗，請考慮創(chuàng)建一個合并請求贴捡，并為此頁面添加貢獻。