All-Remote Management全远程管理
How to manage a remote company如何管理一个远程公司
On this page, we’re detailing what it takes to effectively and efficiently manage an all-remote company.
在这个页面上，我们详细介绍了如何有效、高效地管理一个全远程公司。
What is all-remote management?什么是全远程管理？
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.
管理全远程公司的支柱与管理任何公司相似，但在某些方面，全远程领导者需要特别关注。
How do you manage a 100% remote team?你如何管理一个100%的远程团队？
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.
在这个视频中，GitLab联合创始人兼首席执行官Sid Sijbrandij和InVision首席人力官Mark Frein讨论了远程工作的未来，包括规模化管理全远程团队。
“How do you manage when everyone is remote?” is a common question for those leading or managing within an all-remote company.
“当每个人都在远程时，你如何管理？”是全远程公司内部领导或管理者常问的问题。
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.
实际上，管理一个全远程公司与管理其他公司非常相似。这归结为信任、沟通和公司全体对共同目标的支持，所有这些都有助于避免功能失调。
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 that are easily deprioritized in small colocated companies.
远程迫使你更早、更好地做你应该做的事情。它强制执行那些在小型同地公司中容易被降低优先级的领域中，支撑文化和效率的纪律。
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.
不要假设团队成员理解良好的远程工作实践是很重要的。预期GitLab的管理者指导他们的团队使用异步沟通，优先考虑手册，设计最佳工作空间，并理解自学/自助的重要性。
Get certified in remote management获得远程管理认证
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已与Coursera合作，推出了一个十小时的课程“如何管理一个远程团队”。加入成千上万的学员，完成课程并获得远程团队管理证书。
What are the benefits of all-remote management?全远程管理的好处是什么？
Work from anywhere随处工作
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，当我们说我们的员工可以在任何地方工作时，我们是真的这么说的。我们关心的是他们工作的结果，而不是工作地点。
This flexibility often means something different for each person at GitLab. We have team members who are completely location independent and travel full time.
这种灵活性对于GitLab的每个人来说意味着不同的事情。我们有完全独立于地点的团队成员，他们全职旅行。
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.
还有一些人加入并与远程共同工作和共同生活的组织一起环游世界。我们很多团队成员都很欣赏在远离家乡访问朋友或家人时仍然能够工作的能力。
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.
即使对于那些通常在家办公的人来说，这种灵活性意味着他们可以在工作日办事，送孩子上学，花更多时间与家人在一起，或者在白天遛狗。
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.
我们在Slack上有一个名为#office-today的频道，团队成员可以分享他们的工作地点或任何给定日的视图照片。
Time away from work离开工作的时间
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，能够在任何地方工作并不代替休息的需要。
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.
我们认识到建立一个可以从工作中心理休息的时间有多么关键，作为一个公司，我们鼓励我们的团队成员这样做。了解更多关于GitLab的休假如何运作。
“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." - Cheri, Chief of Staff
“我与这里的高管团队密切合作，当家庭相关的冲突出现时，他们一直非常支持和鼓励。他们不断地提醒我‘家庭为先’是我们的口号，让我在需要休息时放心。我们的联合创始人和首席执行官Sid告诉我，如果外面是个好天气，我只是想出去享受，我应该这么做。这样的时刻让我为成为GitLab团队的一部分感到非常自豪。” - Cheri, 主任办公室主管
Dedicate time for health and fitness专门为健康和健身腾出时间
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.
当你在家工作时，有时很难记得保持活跃。如果你是雇主，故意塑造自我关心和整体健康习惯是很重要的。
Here are some tips that might help:
以下是一些建议可能对你有帮助：
Try to step away from your computer and stretch your body every hour.
尝试每小时离开电脑并伸展身体。If possible, choose a workspace that’s exposed to natural light.
如果可能的话，选择一个可以接触自然光的工作空间。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规则以避免“数字眼疲劳”。每20分钟看远方（至少20英尺/6米）20秒。Schedule physical time on your calendar
在你的日历上安排体育活动的时间。
- 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暂的锻炼15分钟。通过将其添加到你的日历来为你的团队示范这一做法。
“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.” - Daniel G., Product Manager
“在我开始一天的工作之前出门对我来说非常重要。无论是遛狗还是去游泳，都能帮助我清醒头脑，促进血液循环。” - Daniel G., 产品经理
What are the challenges of all-remote management?全远程管理有哪些挑战？
We’ve done a deep dive on the most common drawbacks to all-remote working here.
我们已经深入研究了全远程工作的最常见的缺点。
The reality is that all-remote working isn’t for everyone.
事实是，全远程工作并不适合每个人。
Most challenges can be overcome with a little creativity and flexibility.
大多数挑战可以通过一点创意和灵活性来克服。
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，那些员工分布在不同时区的全远程公司将会遇到这样的情况：为了关键的电话、会议或项目同时在线，某人必须做出妥协。
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，能够在指定的时间断开与工作的连接，并理解同事会异步地沟通，而不是在你的工作时间之外给你施压，这是一种巨大的自由。
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手册中的通讯部分所记录的，异步通信是有限制的。当我们来回交流三次时，我们会进行同步的视频通话。
Remote management tools远程管理工具
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.
与面对面管理员工相似，远程管理者必须使用他们的领导能力来创建通信、系统和工作流程，为他们的远程员工取得成功提供支持。
Embracing total transparency拥抱完全透明
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.
在上面发布到GitLab的YouTube频道的视频中，支持工程经理Lee M.解释了全远程如何支持DevOps以及透明度在团队成功中起到的关键作用。
Transparency is a term that is often tossed around as a value within most companies.
“透明度”是一个经常被大多数公司当作价值观来提及的术语。
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.
在全远程环境中，透明度不仅仅是一个时髦的词汇，而是一个被拥抱和允许指导每一个决策的东西。
This will often feel unnatural and uncomfortable — a sign that your organization truly is living out the value of transparency.
这经常会感觉不自然和不舒适——这是一个标志，表明您的组织真正地践行透明度的价值。
It helps to recognize all-remote organizations not as a collection of rigidly structured machines, but as a living, evolving organism. 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.
认识到全远程组织不是一群严格结构化的机器，而是一个生活的、不断发展的有机体是有帮助的。
Learn more on how GitLab defines and implements transparency in our Handbook.
了解更多关于GitLab如何在我们的手册中定义和实施透明度的信息。
Managing time zones in a remote team管理远程团队中的时区
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).
在远程团队中考虑时区的理想方式是假设每个团队成员都处于大不相同的时区，即使他们实际上并不在（至少目前还不在）。
As you scale a team, it becomes increasingly possible that a manager and direct report, for example, could be on opposite sides of the world and will need to foster a functioning working relationship.
随着团队的扩大，经理和直接汇报者可能位于世界的两侧，并需要培养有效的工作关系。
Remember that someone’s home time zone will not necessarily represent their day-to-day time zone.
请记住，某人的家庭时区不一定代表他们的日常时区。
Plus, someone working in a given time zone may prefer to work a [nonlinear workday]
(https://handbook.gitlab.com/handbook/company/culture/all-remote/non-linear-workday/).
此外，某些在特定时区工作的人可能更喜欢非线性的工作日
Time zones are only one element which impacts when a team member works.
时区只是影响团队成员工作时间的一个因素。
Optimizing for nearness in time zones creates a business continuity risk; proactive communication about one’s time zone and associated work expectations are critical.
优化时区的接近性会带来业务连续性风险；主动沟通自己的时区和相关的工作期望是至关重要的。
Practically, the following should be considered.
在实际操作中，应考虑以下几点：
- Leaders should proactively optimize as many workflows as possible for asynchronous. This enables people to work when they are most productive, fosters a culture of rich documentation, and creates a more inclusive work environment.
领导者应该积极地优化尽可能多的工作流程为异步。
- 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. If this pulls one person or the other into non-working hours, consider rotating times so the burden is equally shared.
尝试对齐一个时间或一系列时间，使经理和直接汇报者可以同时在线进行定期的1对1沟通。
Document what success looks like using Objectives and Key Results (OKRs). This should be conveyed plainly and mutually agreed upon.
使用目标和关键成果（OKRs）来记录成功的模样。Foster community and mentorship with like time zones. E.g. If a manager gains a new direct report with a sizable time zone gap, ask others in the organization — even if they are not in the same department — who are more aligned with the time zone to include this person in their social activities.
与相同时区的社区和导师关系建立联系。Lean on documentation. Place importance on using low-context communication in 1-1 documents, GitLab issues/merge requests, etc.
依赖文档。
Consider using tools like Yac and Loom to convey thoughts and feedback with video and audio if the written word feels too impersonal. Managers should flex to the preferred medium and style of their direct report, and encourage open conversation to iterate on this as the relationship develops.
考虑使用像Yac和Loom这样的工具，通过视频和音频传达思考和反馈。Meet in-person. When possible (e.g. at onsite GitLab Contribute gatherings), prioritize spending in-person time with those who have little overlap in virtual working hours. These opportunities may arise at company retreats, events, and through serendipity in personal travel.
亲自会面。
- Celebrate differences. For example, working with someone experiencing summer while you experience winter is remarkable. Lifestyle differences are an opportunity to learn and expand one’s worldview, and this includes time zone differences.
庆祝差异。
You can also learn from the experiences of GitLab team members collected in this survey from late 2021.
您还可以从2021年底收集的GitLab团队成员的经验中学习。
Handbook, goals, and documentation手册、目标和文档
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视频中，Darren（GitLab）和Anna-Karin（Because Mondays）讨论了与远程工作、将公司转向远程工作、异步工作以及默认为文档相关的一系列挑战和解决方案。
Remote work is what led to the development of our publicly viewable handbook, which captures everything you’d need to know about the company.
远程工作促使我们开发了可以公开查看的手册，其中包含了您需要了解的关于公司的所有信息。
If you can’t tell, we like efficiency and don’t like having to explain things twice.
如果您还没注意到，我们喜欢效率，不喜欢重复解释同一件事。
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.
每个部门和团队的季度目标或“目标和关键结果”(OKRs)也在我们的手册中清晰记录，以便整个公司都能看到。
We check in on these goals monthly, so there’s as much transparency as possible around what each team is accomplishing.
我们每月都会检查这些目标，以便每个团队所取得的成果都能尽可能地透明。
Our approach to documentation also helps with onboarding new team members, because everything they need to know is in one place.
我们对文档的方法也有助于新团队成员的入职，因为他们需要知道的一切都在一个地方。
We also have an extensive onboarding template and we host a GitLab 101 for new hires to ask questions.
我们还有一个详尽的入职模板，我们还为新员工举办GitLab 101，以便他们提问。
Using GitLab for remote collaboration使用GitLab进行远程协作
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依赖于GitLab来建立、维护和发展其公司手册。GitLab是一个协作工具，旨在帮助人们更好地协同工作，无论他们是在同一地点还是分布在多个时区。
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，GitLab让软件开发人员协同编写代码并将其打包成软件应用程序。今天，GitLab拥有广泛的功能，被全球各种公司和角色的人们使用。
You can learn more at GitLab’s remote team solutions page.
您可以在GitLab的远程团队解决方案页面上了解更多信息。
Docs instead of whiteboards使用文档而不是白板
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.
人们经常问：“但是在没有所有人在一起的情况下，你们如何使用白板？”我们使用Google文档进行协作。每次会议都有一个Google文档的议程，用于记录讨论、决策和行动。
Everyone in the meeting can add notes at the same time, and we even finish each other’s sentences sometimes.
会议中的每个人都可以同时添加笔记，有时我们甚至会互相完成句子。
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.
通过文字头脑风暴而不是绘图，我们被迫清晰地阐述提案、设计和想法，解释的差异较小。一幅图片可能值得一千个词，但它也对解释开放，正如查看它的人那样多。
This breaks down silos by having information easily accessible and allows for team members to work together quickly to achieve our shared goals.
这样可以轻松访问信息，打破信息孤岛，使团队成员能够迅速协同工作，实现我们的共同目标。
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文档中，我们使用缩进来更深入地探讨某个话题。这种方法保留了评论、讨论和想法的上下文，即使有人没有参与原始对话。
Docs instead of water coolers文档取代饮水机旁的交谈
Documentation also helps with transparency, which is critical to remote work.
文档化对于远程工作的透明度也是非常关键的。
While decisions made around office water coolers may be familiar in traditional workplaces, input is limited to those present.
虽然在传统工作场所，围绕办公室饮水机做的决策可能是熟悉的，但输入仅限于在场的人。
Those who are not present feel left out, and you’re missing an opportunity to hear different perspectives.
那些不在场的人会觉得被忽视，而你错过了听取不同观点的机会
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.
通过文档化一切，没有人会被排除在对话之外，可以听到各种各样的观点，不仅来自GitLab团队成员，还来自客户和社区贡献者。
Scaling by documenting通过文档来进行扩展
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联合创始人和首席执行官Sid Sijbrandij与The New Stack的Alex Williams之间的采访中，Sid解释了在维持团队扩展的速度和效率时“手册优先”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.
因为我们都是远程工作，所以我们被迫早早地采纳了许多最佳实践。这样扩展效果更好。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.
如果你们都在同一楼层，那工作得很好。但如果你们在同一栋楼的不同楼层，情况就开始逐渐恶化。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.
如果你们在同一城市的多栋建筑中，情况会更糟。如果你们分布在多个城市，那会更困难，而如果你们在多个国家，情况就开始崩溃。It’s how most companies work, and that’s one of the reasons why companies are really hard to scale.
这就是大多数公司的运作方式，这也是公司难以扩展的原因之一。We never scaled by doing that. We always scaled by writing things down and recording things. As we grow bigger, it’s paying off.
我们从未采用那种方式来扩展。我们总是通过记下事物和记录事物来进行扩展。随着我们的成长，这开始产生效果。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，我们有一个规定，即首先更新手册。如果你要向人们传达某个变化，首先要把它写入手册，然后再与人们沟通。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.
我们的手册已经增长到了超过3,000页——不可能全部阅读——但你会阅读与你的工作相关的部分。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.
我们鼓励人们记录和分享事物。我们一直在努力将对话从Slack转移到GitLab Issues，以便每个人都可以看到。We encourage people to stream to YouTube on GitLab Unfiltered. - GitLab co-founder and CEO Sid Sijbrandij
我们鼓励人们在GitLab Unfiltered上向YouTube直播。- GitLab联合创始人兼首席执行官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.
这是日常应用中比较困难的一件事。花时间记录解决方案在当下可能并不让人满意，并且在其他看似紧急的任务争夺你的注意力时，很容易被降低优先级。
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.
为了减少紧张，授权DRI做出决策，并为团队创造更加高效的未来，给予记录过程高度的重视是至关重要的。
This requires leadership to praise and reward the act of documenting, measuring these contributions as diligently as one would measure sales or conversions.
这需要领导层赞扬和奖励记录的行为，像测量销售或转换一样努力地测量这些贡献。
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.
这适用于所有公司，尽管在所有远程组织中，由于在实体空间中分享信息的机会较少，因此可以产生超大的收益。
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.
这还需要一种谦逊的态度，要认识到人的记忆并不是完美的。我们不可能预测未来，但一旦发现解决方案就立即记录下来，可以确保将来需要时答案将是可用的。
Asynchronous异步
When you open your talent acquisition pipeline to the world, you create an opportunity to hire people in an array of time zones.
当你向全球开放你的人才招聘渠道时，你为招聘处于各种时区的人创造了机会。
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.
跨时区交接项目的能力是一种竞争优势，但要最小化断开连接、沮丧和不合时宜的会议则需要有意识的方法。
Active reinforcement积极强化
The first step in creating an atmosphere where colleagues are comfortable working asynchronously is to avoid the default mentality as it applies to meetings.
创建一个同事们可以舒适地异步工作的氛围的第一步是避免在与会议相关的默认心态。
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.
通过使会议变为可选、记录和文档化一切、努力遵循议程、并利用像GitLab Issues和Slack这样的工具，全远程公司对同事同时在线的依赖性就减少了。
This mentality must be actively reinforced.
这种心态必须积极强化。
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，在团队社交呼叫中，数十人参与视频聊天以团结为团队，议程允许那些不能参加的人添加呼喊或讨论点，同事可以口头表达。
This is an intentional approach to not only working asynchronously but socializing asynchronously.
这是一种故意的方法，不仅是异步工作，而且是异步社交。
Leonardo Federico, co-founder at Sametab, offers an interesting perspective on asynchronous communication, noting that it provides more optionality.
Sametab的联合创始人Leonardo Federico对异步通信提供了一个有趣的观点，指出它提供了更多的选择性。
[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.
[异步]允许你更容易地重新组织公司为部门式组织，并接受远程工作，即使你们位于同一地点。所有以异步方式工作的事物也可以同步工作，但反之则不然。
Benefits for morale, wellbeing, and lowering stress提高士气、健康和减少压力的好处
Emna G., founder and CEO at Veamly and GitLab’s Darren M. discuss why asynchronous is the future.
Veamly的创始人兼首席执行官Emna G.和GitLab的Darren M. 讨论为什么异步是未来。
Asynchronous versus synchronous is traditionally seen as a process choice. What we’ve found at GitLab is that it’s also a cultural element.
异步与同步传统上被视为一个过程的选择。我们在GitLab发现的是，它也是一个文化元素。Being fully committed to asynchronous communication can improve morale and wellbeing.
完全致力于异步沟通可以提高士气和健康。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.
如果你采取一种没有其他同事同时在线的心态来操作，这会迫使你以一种能在对他们方便的时候被其他人理解的方式封装你的项目工作。This not only improves documentation, but it relieves everyone of the burdens associated with needing to be at work at the same time.
这不仅可以改善文件记录，还可以减轻所有人因需要同时工作而承担的负担。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
当你以这种方式处理你的工作时，它会少一些混乱。紧迫感不是匆忙地完成某事，而是在文档中的彻底性和周到性上。— Darren M., GitLab
There are considerations that go beyond productivity metrics.
存在超出生产力指标的考虑。
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.
公司应该询问是否要求同步沟通影响到他们的团队以最有效和健康的方式进行推理和处理挑战的能力。
With synchronous communication, the problem is that it creates a fake sense of emergency.
对于同步通信，问题在于它创造了一个假的紧急感。It creates a heavy interruptive environment with a lot of context switching. You end up highly stressed all the time.
它创造了一个中断重重的环境，其中有大量的上下文切换。你最终会一直处于高度紧张的状态。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.
我们没有意识到这一点，因为作为一个社会，我们非常习惯于我们的压力。我们与之共存，甚至不知道没有坏的压力是什么样的生活。通过消除那种中断效应[通过异步通信]，这就是我们进入未来的方式。We cannot sustain, as a humanity, this way of life. We cannot keep up with it.
作为一个人类，我们无法维持这种生活方式。我们无法跟上它。— Emna G., founder and CEO at Veamly
— Emna G., Veamly的创始人和首席执行官
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.
仅异步沟通不会解决与远程工作相关的挑战，但它是避免燃尽等问题的更广泛策略武器库中的有用工具。
Time and productivity时间与生产力
When referencing time and productivity, Remote CTO Marcelo Lebre shares a potent thought on asynchronous communication in a relevant blog post.
当提到时间和生产力时，远程首席技术官Marcelo Lebre在一篇相关的博客文章中分享了关于异步沟通的有力观点。
Async communication shines with great power here, as it shields everyone’s time and focus while reducing meaningless time sinks.
异步沟通在这里发挥出巨大的力量，因为它保护了每个人的时间和注意力，同时减少了无意义的时间消耗。When you’re communicating async, this types of interruptions happen much less.
当你异步沟通时，这种类型的中断发生得少得多。And the total time that you’re able to do deep work is longer, the chance of achieving Flow much higher.
而且你能够进行深度工作的总时间更长，实现流动状态的机会也大得多。
Learn more about GitLab’s approach to asynchronous working by viewing our Efficiency and Collaboration values.
通过查看我们的效率和协作价值观，了解更多关于GitLab对异步工作的方法。
Separating decision gathering from decision making分离决策收集与决策制定
Paralysis by analysis is something all companies should seek to avoid.
所有公司都应该避免分析瘫痪。
In managing through this at an all-remote company, leaders should ensure that all colleagues understand that consensus doesn’t scale.
在全远程公司中管理这个问题时，领导者应确保所有同事都明白，共识是无法扩展的。
Thus, there should be no goal to achieve consensus.
因此，不应该有达到共识的目标。
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.
对于那些来自合作公司环境的人来说，这可能会感到尴尬或不自然，但信任决策者并实践迭代的价值可以防止组织中不必要的减速。
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).
通过有意识地分离决策收集和决策制定的过程，你为每个人提供了充足的机会提供输入，提供了新的考虑角度，这可能会影响DRI（直接负责的个人）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.
对于全远程公司来说，培养一种信任和学习的氛围至关重要，以确保在决策收集发生后，不会对决策者怀恨在心。
At GitLab, this is manifested in our Collaboration value, which includes kindness, sharing, short toes, no ego, and assuming positive intent.
在GitLab，这体现在我们的合作价值观中，包括善良、分享、简短、无私、假设积极意图。
Applying iteration to everything将迭代应用于所有事物
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.
在上面的视频中，发布在GitLab Unfiltered YouTube频道上，数据分析师Emilie Schario和联合创始人兼首席执行官Sid Sijbrandij讨论了在公司手册中组织指标页面的最佳方法。
Iteration is oft applied to engineering, but asking only part of the company to iterate can create discord.
迭代经常应用于工程，但只要求公司的一部分进行迭代可能会导致不和。
All-remote companies must empower every member of the team, across every function and job level, to approach their work with an iterative mindset.
全远程公司必须授权团队的每个成员，在每个职能和职位层面，都采用迭代的思维方式来处理他们的工作。
By applying iteration to everything, it removes the barrier of fear and judgment.
通过将迭代应用于所有事物，它消除了恐惧和判断的障碍。
It also enables faster cycles, and it makes miscues far less damaging.
它还使得周期更快，而且使失误的损害大大减少。
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，不要写一个大计划，只写第一步。相信在发布某件事之后，你会更清楚如何进行。
Iteration can be uncomfortable, even painful. If you’re doing iteration correctly, it should be.
迭代可能是不舒服的，甚至是痛苦的。如果你正确地进行迭代，那应该是这样的。
Instilling this in an all-remote team is difficult.
在全远程团队中灌输这一点是困难的。
Most people are naturally inclined to only showcase polished work.
大多数人天生只倾向于展示打磨过的工作。
In turn, managing this aspect of an all-remote team requires reminders that it’s preferred to share unfinished work.
反过来，管理全远程团队的这个方面需要提醒，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.
领导者应该努力确保团队有很低的羞愧感，并且相信一切都是草稿，都可能会改变。
Learn more about GitLab’s value of iteration in our Handbook, and read how one team used survey results to iterate on culture.
在我们的手册中了解更多关于GitLab的迭代价值，并阅读一个团队如何使用调查结果迭代文化。
Company-wide organizational chart公司全面的组织结构图
There are no corner offices in an all-remote company.
在全远程公司里，没有角落的办公室。
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.
尽管你应该考虑对你最有意义的组织结构（并随着公司的发展进行迭代），但有一件事不应该改变，那就是透明度的水平。
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.
为了让公司的每个成员都能平等地了解组织是如何构建的，工作级别/家族是如何建立的，以及报告结构是什么样的，最明智的做法是考虑一个所有团队成员都可以访问的组织结构图。
This removes ambiguity and enables clearer lines of communication.
这消除了模糊性，并使通信线路更加清晰。
We invite other all-remote companies to mirror GitLab’s approach to publishing its team structure.
我们邀请其他全远程公司模仿GitLab发布其团队结构的方法。
Avoiding dotted lines and matrix organization避免虚线和矩阵组织结构
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.
在上面的视频中，发布在GitLab的YouTube频道上，GitLab联合创始人兼首席执行官Sid Sijbrandij和Arch Systems首席执行官Andrew Scheuermann讨论了分布式公司内的结构。
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.
在全远程公司中，很容易陷入这样一种情况，即你与日常领导一起工作，但向其他人汇报。没有物理办公结构来加强报告结构。
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.
全远程公司的领导者必须努力避免虚线和矩阵组织结构。每个人都应该只向一个人汇报，那个人应该了解你的日常任务，并且处于有利位置来帮助你消除在你的角色中蓬勃发展的障碍。
Whenever there is need to work on a specific, high-level, cross functional business problem, a working group should be established for that need.
每当需要处理具体的、高层次的、跨职能的业务问题时，都应该为此建立一个工作组。
Learn more about GitLab’s approach in the Leadership section of our Handbook.
您可以在我们手册的领导力部分了解更多关于GitLab的方法。
Focusing on results关注结果
In the video above, published to GitLab’s YouTube channel, members of the engineering team demonstrate a focus on metrics.
在上面发布到GitLab的YouTube频道的视频中，工程团队的成员展示了对指标的关注。
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.
也许在全远程公司避免过度分析管理的最简单方法是关注结果。关注工作时间之外的结果，为同事们创造了一个氛围，让他们将精力放在正确的事情上——发布出色的代码、让客户满意、解决团队成员的问题等。
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.
这使团队成员能够尽快完成他们的工作，并将注意力转向非工作活动（如家庭、锻炼、阅读、照顾他人、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.
通过关注结果，每个团队成员的心理负担都减轻了。他们意识到真正重要的是结果，而不是个人成功、地位和自我。
Learn more on GitLab’s Results value in our Handbook.
在我们的手册中了解更多关于GitLab的“结果价值”。
Objectives and Key Results (OKRs)目标与关键结果（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.
所有远程公司都应该超越对结果的追求。他们应该尽可能详细和明确地说明这些结果是什么，以及沿途测量的是什么。
This can be achieved by implementing Objectives and Key Results (OKRs), a widely used framework for setting strategy and removing ambiguity over what matters.
这可以通过实施目标与关键结果（OKRs）来实现，这是一种广泛用于制定策略和消除对重要事项的模糊性的框架。
Learn more about GitLab’s implementation of OKRs.
了解更多关于GitLab如何实施OKRs的信息。
Key Performance Indicators (KPIs)关键绩效指标（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.
管理结果需要清楚地沟通正在测量的内容。KPIs消除了猜测，并允许全球团队查看统一的数据来做决策。
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.
对所有远程公司来说，向所有人提供KPIs至关重要。这不仅帮助每个团队成员将他们的努力集中在推动真正重要的结果上，而且还能产生共鸣。
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.
尽管KPIs是无情的，但让团队理解其他团队正在努力的方向可以营造出一种充满同情心的氛围，并使团队成员能够更容易地提供与某个指标相关的帮助。
Learn more about KPIs at GitLab.
了解更多在GitLab的关于KPIs的信息。
Encourage flexibility and balance鼓励灵活性和平衡
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.
在与GitLab的远程工作主管关于公司价值观的对话中，社区贡献者JD Lewin建议，领导者所关心的许多问题（围绕管理）可以通过创建一个受人尊敬的工作氛围来解决。
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.
当考虑新的雇主时，他注意到许多对话集中在工作上，而不是环境上。他对此的表达很有力，以下是经过授权的转录。
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?”
这不是关于工作是什么。我这样问：“这个组织是否支持并补充我生活的其他部分？每天上班是否与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世纪初做父亲意味着你需要在孩子的生活中出现。我需要知道，如果我的家庭需要我这样做，我可以在下午中途离开我的工作。公司文化必须支持这一点。反过来，我会想为一个创造这样氛围的雇主工作我的余生。Waking up and wanting to work each day is a function of the relationship between the people at a company.
每天醒来并想要工作是公司员工之间关系的一个功能。
Getting started: the early days of remote management开始：远程管理的初期
Leaders should ensure that new remote hires read a getting started guide, and make themselves available to answer questions throughout their journey with the company.
领导者应确保新的远程员工阅读入门指南，并在员工与公司的整个旅程中随时回答问题。
Tomasz Tunguz describes it as such in an article entitled “The early discipline of remote startups.”
Tomasz Tunguz在一篇题为“远程初创公司的早期纪律”的文章中这样描述它。
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.
随着团队规模的扩大，他们需要开发基础设施来成功管理和协调大量的人。但在早期，由于物理上彼此接近，推迟这些投资变得更加容易。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.
几个关键利益相关者的快速走廊会议可能就足以承诺进行战略变革。最后一刻通过口口相传召集的全体会议可能是筹款公告的前奏。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 kinds of communications are just as necessary within remote or distributed teams, but they require more planning, and more foresight in order to be successful.
对于存在于分散到远程连续体上的业务，这些选项是不存在的，或者至少它们要困难得多。这种通信在远程或分散的团队中同样是必要的，但它们需要更多的计划和远见才能成功。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.
一些非常早期的公司从一开始就引入了这些纪律，因为远程工作的要求。这是一件美好的事情，因为这种投资将在业务的整个生命周期中增值。
- Tomasz Tunguz, venture capitalist at Redpoint Ventures
- Tomasz Tunguz，Redpoint Ventures的风险投资家。
GitLab Knowledge Assessment: All-remote management GitLab知识评估：全远程管理
Anyone can test their knowledge on all-remote management by completing the knowledge assessment.
任何人都可以通过完成知识评估来测试他们在全远程管理上的知识。
Earn at least an 80% or higher on the assessment to receive a passing score.
在评估中至少获得80%或更高的分数才能获得及格分数。
Once the quiz has been passed, you will receive an email acknowledging the completion from GitLab.
一旦通过了测验，您将收到一封来自GitLab确认完成的电子邮件。
We are in the process of designing a GitLab Remote Certification and completion of the assessment will be one requirement in obtaining the certification.
我们正在设计一个GitLab远程认证，完成评估将是获得该认证的一个要求。
If you have questions, please reach out to our Learning & Development team at learning@gitlab.com.
如果您有问题，请联系我们的学习和发展团队，邮箱为learning@gitlab.com。
Is this advice any good?这些建议好吗？
GitLab is one of the world’s largest all-remote companies.
GitLab 是世界上最大的全远程公司之一。
We are 100% remote, with no company-owned offices anywhere on the planet.
我们100%远程办公，全球没有公司拥有的办公室。
We have over 1,500 team members in more than 65 countries.
我们在超过65个国家拥有超过1500名团队成员。
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.
本文的主要贡献者（Darren Murph，GitLab的远程工作主管）在合并公司、混合远程公司以及各种规模的全远程公司中工作和报告的经验超过15年。
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.
就像询问GitLab的产品是否好用一样，我们希望在远程工作领域的专长上保持透明。
Contribute your lessons贡献你的经验
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相信全远程是工作的未来，远程公司有共同的责任向其他拥抱这种模式的组织展示道路。
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够造福更大世界的经验，请考虑创建一个合并请求，并为此页面添加贡献。
Return to the main all-remote page.
