 the hour. So Julie and Jessica and Abby, do you want to get started? Yes. So hello everyone and good afternoon, good morning, or good evening from wherever you happen to be. Thank you so much for joining us. I'm Abby and along with, oh, brain's gone blank. Julie, Jessica, we make up a tiny fraction of the people operations team at GitLab. And thank you so much for taking the time to join us. And I am going to go ahead and share my screen. Okay, so we did put this link. If somebody, Julie or Jessica, if you can post the link to this page in the chat, that would be good just in case people want to follow along. So I'm looking at on this page, which is going to act as our agenda for this session. So I'm going to be talking very, very briefly, just to introduce a little bit about the summit, a little bit of the background. Then I'm going to pass over to Julie, who's going to go through the responsibilities as a leader and the conscious section. And then we're going to open it up. And we've asked three managers to give their insights about when they attended the summit and what they've learned and any advice that they have, particularly for some of our new managers and leaders. And they are Pitch, Barbie, and hopefully Lee, if he can make it. But we'll see how that goes. If not, one of you two will have to talk a bit more or we can ask, pick on someone and ask them to share their thoughts. So before we get started, I do want to show you a little video. And for those of you who attended the summit in Mexico back in January 2017, you might be familiar with what I'm about to show you. I'm going to play it and then I'll explain a bit more about what it is and why this is happening afterwards. And I apologize. I wish I had a very seamless transition, but I don't. I do have to disconnect my headphones very quickly so you can hear it. So just play with me one second. Okay. I hope you can all hear me again. You just give me a quick thumbs up wave or whatever. Yeah, cool. Thank you. So just go back a little bit of context. So what happens at each summit usually is Sid will issue a challenge to everybody in return. If that challenge is completed, he will do something, usually something crazy. So that's why I wanted to show that video. There we go. So moving swiftly on. So just to give people a bit of background. So the summit occurs every nine months or so. And it's a great opportunity to get FaceTime with one another. Of course, we work remotely. So actually having that FaceTime is really, really important and really valuable. And it also gives us a chance to interact with other people across GitLab, not just people in our own team and also the community as well. And it is a really, really cool differentiator for GitLab and an investment in everybody and our values. And I want to sort of throw some numbers at you because we love data. So you may not realise this but as of July 25th, we have 258 members and 81 significant others attending the summit. And that gives us a huge impressive total of 339 people. But remember that's as of January, July 25th. And roughly 50% of those people are attending for the first time. So we thought given those numbers are very, very large in comparison to previous summits that we've done. We thought it would be a good idea and helpful to talk about the summit from a leader's perspective. So the first thing I want to say is that the summit is not mandatory. But if you choose to go, you are expected and encouraged to attend and participate in the various events in the schedule. We also understand that people need some downtime. But as a general rule, you and your team should be at the various events, meetings and sessions. Another thing I certainly notice because I've been to summits myself is it's really easy to get siloed and to interact with the people that you already know. People in your own team for example, even though of course you probably don't see your team in person that often. But it is an opportunity to reach out and meet other people across GitLab. And as a leader, you need to balance the interaction with your own team and make sure that you are setting the example and talking to other people as well. Especially team members who have just joined GitLab. They may be attending the summit, may even be their first day. And we have had that happen before and it can be a little bit overwhelming. So yeah, anything if you have any numbers in your team, just keep that in mind. Summit attendance is not required. So don't subconsciously hold it against people for not going to the summit. It's also fantastic that we can bring our significant others. But during the official summit days, this is a work event and workplace behaviours are expected and we absolutely want to include everyone, invite everyone and for everyone to be safe and have fun. But it's not a vacation or a holiday or an incentive travel or anything goes in terms of actions and behaviours. There will be time for your team to meet over a meal. But other than that, there is no designated team time and that is intentional. Again, we want people to interact with one another across teams and really get to know each other. So that is my bit finished and I will pass the microphone over to Julie. Okay, great. Thank you, Abby. So I'd like to spend a little bit of time talking about responsibilities as a leader and make this interactive if possible. So let me cover a few things first very quickly and then I'll open it up for discussion. So hopefully everyone is very familiar with our values and permission to play behaviours as described in our handbook. So our values describe the behaviour that we expect from GitLabbers, how each of us should behave and what we can reasonably expect from others on a consistent basis. If you haven't looked over our values page lately, I encourage you to do so because there's a lot of detail and examples on each one of the values and there's also some recent updates including a values hierarchy that shows how our values build off each other and are interrelated. So some additional responsibilities of a leader. Some of these are really obvious but I think it's worth mentioning quickly. So just being welcoming and inclusive, introducing and including team members into conversations, particularly brand-new team members, especially if they seem reluctant or uncomfortable about adding themselves into the group. So look for people who are isolating themselves, maybe go talk to them one on one, invite them into a small group. They may be reluctant to join a group of 10 or 20 people but a group of three or four people can feel more welcoming and less intimidating. As a leader, watch out for groups that are continually hanging out in silos. Don't be afraid to politely remind them to break it up, spread out, talk to other people that they don't know very well and encourage them to look for new faces. And finally as someone in the leadership position, go ahead and consider yourself a host at the summit. So step up, initiate conversation, make introductions, help get some dialogue going. So if you go to breakfast, lunch or dinner, maybe try to sit at a table with some unfamiliar faces or people that you don't know as well or maybe even on the bus, on the way to an excursion, you know, sit next to someone that you've never met before and, you know, just talk about anything. It doesn't have to be about work. You can ask about their family, their hobbies, their summer vacation, anything like that. So just kind of be on the lookout and think of yourself as a host during the summit. I think that'll go a long way. This is our initial list but I'd love to know what you guys think about this list and especially if anyone has anything to add. So feel free to speak up or throw it into the chat box and we'll make sure to collect all the content and add it as a handbook update. I know I'm speaking later but I will say that, you know, Cathy asked a question here, did anyone encounter Silas at the summit last time? And I will say that I feel like I did. I had only been at the company for about a month and I did feel uncomfortable walking up to a group that was already looking like they're having an exciting conversation or already know each other and I felt like I'd be inserting myself and interrupting and not be welcome. So I think that taking that extra action when you see someone kind of walking and looking around and maybe feeling a little bit uncomfortable even if maybe they're not feeling uncomfortable to invite someone's ever a bad thing. If they're not, if they really were on their way to somewhere else, I can say that. But it would, I think it would be more welcoming if, if, if you were intergroup talking, you did look around a little bit to see who might want to join you. Great. Thank you, Barbie. Anyone else? Anything else to add to this list? I'm just looking in chat. Okay. If there's nothing else, then we will keep going. And I'm going to switch gears and talk about what is typically the least favorite part of managing people and teams and that is potential problems that can occur. So as we said earlier, we have just about 350 people coming to the summit. So this is employees, contractors, significant others, customers. And, you know, we are not used to spending a lot of time together in person. So it's very possible that problems of varying severity will occur and actually have occurred in the past. And so we just want to be proactive. We want to plan and prepare as best we can and know, you know, what to look for and what to do. So first and foremost, use the buddy system. Don't go anywhere alone. Keep an eye out for each other. If we each have a buddy and if we're each kind of looking out for each other, we can minimize our risk of some of the things on this list occurring. So I'm not going to go through each one of these in a lot of detail, but there's a few that I want to point out just very quickly. So first of all, drinking, be on the lookout for someone who's drinking too much. And especially, and this is often unintentionally, someone who may be drinking alcohol while they may also be on some type of prescription medication or over the counter medication, because that can certainly have unintended side effects. And of course, it goes without saying that illegal drugs can be grounds for termination. So please don't even bring that to the summit. Accidents, this could range from someone who trips falls and hits their head at the hotel to a car accident in a taxi or some kind of medical emergency. Mental state. So, you know, if someone has a broken arm or is on crutches or something like that, they're in a wheelchair. That's a visual impairment that we can see. But someone with any level of anxiety or depression, if that's not always visible or obvious, but it's very real. And so being sensitive to that. And if you're concerned about someone, engage people up sooner versus later. We actually have a recent handbook update on neurodiversity and it includes things like autism and ADD. It's a really good update. So if you haven't read that lately, I would encourage you to look over that. Two more things. Cultural impacts. So, you know, we've got a lot of people of different ages, different generations, 40 different countries coming together for five straight days. And, you know, that's going to create a different dynamic because most of us are just used to seeing each other for 30 minutes a day here and there on different Zoom calls. So I think if we can just model the behavior of seeking to understand, assuming positive intent, that will go a long way in having a really good five days. And we will talk more about cultural impacts in this session after the panel speaks. And then the last thing I want to mention, and it sounds kind of obvious and I debated even putting it in here because I certainly don't want to insult anyone. But people are proud of their country and rightfully so. And I always feel like it's my privilege to go to another country and to be a guest in another country and explore another part of the world. And so just being really mindful that we don't, you know, make fun of things or criticize things about that country, whether it's public transportation, infrastructure, you know, whatever it may be, I know that sounds really obvious, but it can happen pretty easily just in casual conversation. So that's just something to keep in mind and be mindful of. This is just a sample of problems that can occur. I'm sure that there's other things that we're not thinking of that we can add to this list. So if you do have some of those ideas, please let us know. And we're happy to make those handbook updates or you can make them directly. What to do and who to contact. So as a manager, it's important that you protect all team members and also the company. So if an incident occurs, no matter how minor it might be, please do contact people operations team immediately. Don't wait a few days or a few weeks after the summit, we would much rather prefer that you err on the side of caution and over communication. Our goal is to keep people safe, minimize risk to the company and to others and to handle things, you know, fairly, timely and respectfully. So the sooner that we know, the better. Barbie and I will be attending the summit. Unfortunately, Jessica can't attend because she's got two little kiddos starting school that same week. So she won't be at summit, but she will be available on Slack. So if any of these situations occur, if there's any type of emergency, don't hesitate to reach out to Barbie or myself. And so let me see here. I'm going to do a quick time check. Okay. At this time, we are going to hear from a couple of managers who have offered to speak and share some of their tips and lessons learned. They've all attended at least one summit and they will be available for Q&A during this session, but also after this session. So if you think of questions and you want to reach out to them at any time between now and the summit, don't hesitate to schedule a copy chat and talk with them. Let me let you know who's going to be on the panel. We are excited to hear, first of all, we'll hear from Richard Pigeon, who's our head of sales in Amia. And then we'll hear from Barbie Brewer. And then hopefully if he's still able to be on the call, because I know he had a work emergency, we'll hear from Lee Matos and our support engineering manager. And they're each going to speak for just a few minutes and then we'll open it up to Q&A for them. So Pige, I'm going to turn it over to you and we do have a few questions on the screen if you want to use those as your guide. Thanks, Julie. Hi, everybody. Richard or people might know me as Pige here. So I've been to a few summits and first thing I want to say is embrace the experience here and encourage your team to embrace the experience here. We're really lucky as a company that we do this. So it's really important that everyone embraces the opportunity we have. A, visiting a new country, getting together as a team, and meeting new people and new cultures, learning about new cultures, I think is really important. So make sure you encourage your teams to do that. Also, I think it's really useful for people to have a list of the people that they should be trying to find throughout the summit, i.e. people that they don't necessarily speak to on a day-to-day basis that might help them in their roles when they're back at home. And there are ways that we can do that with gamification of that and having like a bingo card with a list of people that when your team have managed to speak to all of the people on their list, then they get a prize or try to encourage that. I think it's really good starting point. Also, identify people that if there's been any conflicts between any of the teams over the last few quarters, it might be worth identifying the people that they should be speaking to. So I think that's important. Also, identifying people that I think we've touched that aren't used to networking experiences. A lot of the people in our teams don't actually have an interactive with people in this environment for if sometimes ever. So identify that. Help them with some of those networking skills. How do you start a conversation? Where do you come from? What team do you work in? Are you enjoying the summit? What excursions you're going on them? Help them with open-ended questions that can start conversations going. So I think that's also an important thing to recognize. I think some of the challenges are is keeping your team separate. You're breaking your team up or encouraging it so that they don't stick together, especially the people that people feel comfortable in their safe environment. And I think that's a challenge that we have. So encourage that that mealtime they speak to new people and also identify the team members, not just in your team and other teams. I think that we've touched on it today. Go and help and introduce people to other people that might be struggling in the summit. And the other bit of advice is it is tiring. You do need that downtime. Speaking to people networking for a five-day period is exhausting underestimate how tiring that is. So try to encourage them to go on the excursions. They're really good fun, you know, cursed and then the team do a fantastic job at organizing the excursions. If they've signed up for the excursion and make sure they're there, make sure they're on time is my best bit of advice. But also take some downtime. It's quite, you know, quiet time is really important during these events. Also make sure your team have put a sort of active office on their email so that people understand that they're going to have limited availability. I think that's really important for everybody to understand that they don't have to do the networking and do the work at all at the same time. Otherwise it becomes a bit of a pressure pot. I don't know if there are any questions for me specifically. I think we can go one off and then we can open the questions up to everybody. And if anyone who has a question for a specific person on the panel or even not on the panel, just on the on the call, you can feel free to let us know that as well. Great. Okay. Barbie, do you want to go next? Sure. So I think that the summit is a wonderful activity and there's a lot of positive and good that comes from it. And our role as leaders here should be to focus on the positive and good coming from it and limiting the negative. And so I think that most of us, hopefully all of us have attended the anti harassment training that went out earlier this year. And Abby did a great job curating that for us. This applies during the summit. So we do have more responsibility at the summit to ensure that we're being respectful and that our team members are also being respectful. So as managers and leaders at this company, we don't get to turn a blind eye. We don't get to say, well, that's not my team, not my problem. We are all leaders and managers at this company. So it's critical that if we see something, we step in and we say something and we all have a responsibility if we are an official manager of people here to do that. So it's going to, it could affect your time. I want all of us on the call. I want all of our leaders and managers to have a great time too. But we can't forget that we have a responsibility to make sure that our team members are being treated respectfully. So I just want to, you know, that's in addition to what's been already said on the call, I want to make sure that everybody understands that that's not just a nice thing for us to do. That is a legally required thing for us to do. And if one of our managers or leaders participates in any behavior that is inappropriate or is a witness of it and does nothing, not only is that a terrible thing to do to one of our team members, but it also puts a company in a lot of legal liability. So I don't mean to be negative or come down hard, but I want to make sure we all know our responsibility here. At the summit, we will have the keynote. I will present, I will try to make everyone understand that this is a fun thing, but we have responsibilities too. But on this call, we want to be a little bit more serious and impressing the importance of that. Personally for me, and I'll probably say this at the summit too, but if I were to have a bit of a good time and maybe drink a little too much at the summit and someone on my team saw me doing that and maybe Julie's watching me and, wow, Barbie's having a great time. And then she starts to wonder, okay, Barbie might be doing something that when she wakes up in the morning, she's going to be embarrassed. And I would much rather have Julie come take me and say, hey, Barbie, maybe it's time to go back up to your room than to have her console me the next day when I remember what I did and I feel highly embarrassed for it. So while Julie may not feel that I would appreciate her taking me out of the fun, ideally the next morning I will. And Julie shouldn't have to do that for me because I'm her manager, but even, you know, let's be there for each other because the reality is is when some of us do make these mistakes and we get caught up in the moment, we do have regrets afterwards. And it's a little bit like the cilantro in your teeth example, right, except it's a little bit more comfortable to have that conversation because it's a little easier to say, hey, you have cilantro in your teeth than it is to say, hey, you're making a fool yourself, right? The reality is it's okay to go to our team members and say, hey, looks like you're having a really great time, but you're, you've got some questionable behavior going on. So it might be a good time to depart and go up to your room. And so let's just all look out for each other and our team members to make sure we're not, you know, the thing that people remember most aren't, isn't going to be something that we did, that we regret. So let's help each other in that way. So at least still on the phone, I don't want to repeat a lot of what you said, but I'll pass it off to Lee. Hi all, Lee Matos here, very excited to talk. One of the prompts was something that surprised me the most about summits and I think how tall everyone is. You'll get a chance to see people actually standing up and you may be wondering, oh, I didn't realize you were so tall. It's a real thing. So be ready for that. In support, we have to do a little bit of balancing where we do have work that has to happen and has to get done. So if you have a team where things do need to get done, make sure you take some time to coordinate that and be in front of that. And that makes it really smooth and try and balance that. But one of the things there that was interesting was acknowledging and seeing my team not working any better in the same room. It really helped highlight how well we work remotely. And that was a really interesting thing. So if you have a team that you have to do some work or something and you might feel that or you might see that or you might learn some things there more about the depth of your team that that was really interesting. I also think it's really good early in the summit to kind of check in with your team and just say hi to everyone and set the tone and let them know that you're excited that they were able to come and the goal of the summit and kind of set an intention. And as echoing what Barbie said, we're in charge of shepherding the culture of GitLab. And I think that that's something really important for everybody in this room to remember. And it's really funny because I'm echoing what Pidge said and it's just we didn't even plan, we didn't even coordinate here. But really helping your team branch out is so important. I saw many opportunities last summit where my team was just spending a lot of time together because they were comfortable and encouraging them to branch out. And this summit I'm thinking about some kind of challenge or some kind of thing to help the team branch out. And I think that that's really helpful. And the last thing that I would add that I think is really powerful that's helped me both summits again echoing something Pidge had said be strategic as a leader this is an opportunity. You have all of the other people in this room, you probably need to talk to three or four of them in some capacity, whether it's a new conversation or an ongoing conversation, whether it's bringing people together that haven't had an opportunity to talk, take advantage of that, because it is so so so powerful to connect and have that connection and especially an environment that is as refreshing as the summit is. So I want to definitely encourage that. Those are my thoughts just echoing and wrapping up a lot of the similar themes and ideas. I thought it was really cool that we were so aligned and it seems to be pretty universal that those are benefits from the summit. Open up the floor for questions. Sorry, before we carry on, can I just mention the importance of significant others? I think that they play such an important part in everyone's life that they feel I think they probably feel a bit on the outside. So especially if your team members are bringing their significant others, make them feel really, really welcome. Go that extra mile to make them feel really welcome. Introduce all the SOs together and make them feel part of us, the group, the culture and so that it's almost, we're selling our culture to our significant others so that they feel that when they leave the summit that this is all right. This is why I suffer or the things I go through from my other half. So I think that's really important to stress from a leadership perspective because there'll be even more nervous than some of your team members that are new to your team. So sorry to bleed on. Yeah, I think it's really important. The goal of having significant others there is like they will determine whether people will stay with our company sometimes even more than the people themselves. And it's very important that they feel welcome to everything. For example, maybe the user generated content sessions, maybe we should go out of our way and also have votes from the significant others so that they feel part of that process. And I've learned that if people aren't contributing, they'll mostly just keep their mouth shut. So I'm not worried about people distorting our process. I'm worrying about us living our value everyone can contribute. How about suggesting that we'll do five nominated sessions that the SOs come up with and the user generated compensation? I think we should not try to split the SOs off. I mean that everyone can go to so they can recommend maybe five topics if we're running 30. Yeah, I want to make sure that all the sessions are well attended. So instead of voting, I would just say we're not voting, we're staying ahead of time which sessions we want to attend. And as I vote counts as much as another one, otherwise you might have as old things that are overloaded of not that five is an arbitrary number that causes all kinds of planning and logistic problems. So I like the intention, but let's treat them as we treat our other team members. Or let's treat them as team members. Yeah and include them. Lee did a great session with his SO last time and you know they can all get involved and make sure they feel that they are allowed to be involved. And not only voting, also suggesting content. Can we, Kirsten, I know you're masquerading as me in the chat channel. Feel free to speak up, but can we have them be part of that? The suggesting and stating intent for the usually generated content sessions. So I just want to add something. Yeah of course, I'm sorry. Kirsten, you're not short, you're not coming through very quickly. I'm just wondering like logistically like adding all 81 SOs. Sorry, I only had apparently the wrong earbudding. I think the only thing that we would start with is the adding for the adding of the topics that you just see is the logistics of adding 81 emails. I mean if people want, they can choose where to go, but on voting for the topics soon. So I would suggest putting it on the team call, for example, and for tomorrow or Monday and then ask the team to deliver within a week before the 13th, for example. So we have one week for voting and setting up the actual schedule for the UGC. I love the idea, but okay. I can send out an email to the whole team that if their SOs want to contribute to a topic with a specific deadline, so they have it inviting and they can forward it to their SOs. Kirsten, your audio is garbled. Yeah, Kirsten, let me talk because your audio is not working too well. I'm not sure we can remove Kirsten, but Kathy, go ahead with what you had to say. Sure. I just want to share, at the last summit, that was my first week at GitLab, so I met a ton of people. It was awesome. I ended up having dinner with the SO of one of the GitLabbers, and she related to me that her spouse was pulled into so many meetings that she's often alone. So I just wanted to share that. I felt very sorry for her. This was dinner into board gaming night, like the whole time. So I tried to make her feel welcome, but she was pretty much spending the summer alone. Yeah, Kathy, I would add that I think one thing we did on customer success in Greece was made sure to introduce the SOs to each other. So kind of like what we were talking about, if someone's alone, making sure to invite them in, we should do this again, treat SOs the same way. It's great if they can meet other SOs, so if they're not interested in UGC, they have people that they might know and be able to spend time with. That's how a lot of the SOs worked. Yeah, I also think, depending, you know, as leaders here at GitLab and depending on the comfort for your SO, and all of our SOs are different, but I know that I specifically asked Greg to also be a friend to the other SOs out there and to show leadership as well. Now, he may not be a leader at GitLab, but he is my husband, and so I feel like we're a team at these events, and so I did ask him to put himself out there for other SOs as well. So if your SO is the type of SO who would enjoy that, and would enjoy being an ambassador, that's great, but it shouldn't be just SOs, right? I asked him to also be friendly and talk to team members as well. So I think that letting our SOs know that they have a role to play in making everyone feel comfortable and making sure everyone can contribute is okay as well. Again, not their responsibility, but if it's an activity that they would enjoy, I think it's okay to enlist them in that. I also think that it's great when we see someone who does seem to be alone, that we're okay having a conversation with them and to see if that's where they want to be. I actually really do enjoy being alone sometimes, and if you saw me at the summit in a little corner reading my Kindle for 30 minutes, that's probably my refueling time because I need that sometimes, and it's okay, but it makes you feel really good if you come up and say, hey, would you like to join us? And if I have the freedom to say, actually, right now, I'm okay, right? And that we set the tone that both answers are okay, and that you're not going to penalize if you say, yeah, no, I'm okay right now. Or if you say, yeah, I'd love to join you. Either response is a good one. But the fact that I knew I was welcomed feels good too. So I think as much as we try to extend that, and we overextended almost, to the point where for me personally, I have to do it to the point where I'm feeling uncomfortable to know I'm doing it enough. If I'm in my total comfort zone, that probably means I'm not doing it enough for me. Now you may be different. For my SO, he won't have that feeling. It's really natural to him. So he probably won't ever feel like he's doing it too much. But if you know you're all one of those people who tend to hold back, then push yourself a little further than you normally would. There were some questions earlier in the chat. I'm not sure if we snagged all of those. I'm trying to find them. One was about an investor session. I guess there was Billy presented in Cancun. People are asking about that. We're coming up with the keynote now. Billy and Bruce will not be in Cape Town with us, but we are currently solidifying what that will look like. We don't have enough planned right now that I feel comfortable saying what it is because it might change. But we would like to have some kind of customer or investor participation in that. We just don't have it solidified yet. In terms of the question that was originally asked by ELSA and SOs, including topics, I did ping Kirsten. We can very easily just remind everybody what the deadline is for submitting topics and say, and if your SOs have topics they'd like to submit, please include those too. Not a big deal. And when you're indicating which topics you would like to attend, feel free to also put an input for your SO. And if we can do it technologically wise so they can do it themselves, that's fine too. But it's not complicated and it's not a big deal. I saw the question in there from Eric Johnson that I think is good. I've heard a lot of questions from my managers about whether or not it's okay to schedule a team meeting. Maybe we should get a conversation going about that when we enter Q&A. And I think from my side I can answer. I think the intention is we should be grouping as all of GitLab as much as possible and interacting with as many people at GitLab as possible. But I think that there's space and time for your team to get together and have a little bit of an opportunity to connect as a team. But the intention is greater GitLab connecting. Yeah I think that Lee is correct. Last year we specifically said no meeting with your teams. This year we have time built in for one of the dinner sessions to be with your team. I think that's great. You should utilize that time with your team. But having team meetings above and beyond that, keep in mind that you're either taking away time with a larger group and or time for them to have that time they may need. And I also don't want to set the tone that we need to meet here because working remotely is not effective. If that's the case that's a larger conversation we should have. But if you need to get your team together at the summit in order to accomplish something other than bonding, giving to know each other, building relationship and trust, then we have to think about how we're working together as a team. And that could be a good indicator that something's not going right if we have things we need to accomplish that we can't accomplish outside of being in the same room together. So I'd like to iterate that because really the point of this is for us to acknowledge that remote work is wonderful. It's great but sometimes just being in the same room with someone means you can have a little bit more fun, a little more conversation, a little more bonding. And that's really what the goal for this is, not accomplishing tasks. And if there's accomplishing task type meetings that need to take place, please refrain from doing that at the summit. Hey Barbie, we do have a couple questions in chat and I've been trying to write a bunch of them down but they've reposted at the bottom. So one of them is Sid or Kirsten asked, should we add a line that we have a zero tolerance policy for disruptive behaviors in the be conscious section? So things like zero tolerance for illegal drugs or whatever. So I don't know if we want to talk about that now or offline but being really clear on what, if we do have a zero tolerance policy what would those things be and look like? So that might be something we want to think about further. Yeah I always say let's link to the code of business conduct and refer that to our kind of zero tolerance thing. Zero tolerance in relation to the summit is there are certainly awesome things that are zero tolerance. I think we have those things covered in our harassment sections and the code of conduct. Beyond that I wish this was always super clear and always black and white but nine times out of ten when we do have problems at these events it's not that simple. So I just I want to be very clear that if you do see something happening we need to get involved. We've had situations where there are underlying issues that we weren't aware of that have affected the outcome of the course we take and there it is complex and it's complicated that as much as we can help our team members avoid getting into that situation in the first place is the is the best line right. You can see we all know we see we see that to remember who's knocking a few back and getting a little silly and and and we don't want to be that person to say hey you might want to slow down but you're really doing them a favor if you if you give them that help when they're when they're going too far would be one example. If there's things inappropriate jokes inappropriate comments just you know address that quickly don't don't wait to see how bad it gets right. Address those things quickly and let's avoid the extreme situations as much as we can but but yes Julie we can add a link to the code of conduct and harassment to the handbook and and say there's zero tolerance for these things but again it's very gray area in a lot of circumstances. Okay I want to be mindful of time we have about eight minutes left there are a few we we are I'm looking through the chat so it's Jessica and Abby and we will get a list of everything there's a there's a request for cell phone numbers for like myself RB that kind of thing so we'll make sure to get that there's also a request for hospitals and trauma centers so we can work with Kirsten on that so we'll make sure to go through and pull anything else out of here. I do want to if there if there's nothing else right this minute I do want to shift it over to Jessica to kind of let you guys know about a few additional resources that we might not have time to cover right now but that she can at least point out and and close us off. Julie just to interrupt quickly another thing you should add to that list is maybe a local doctor rather than hospital and an emergency. Okay great thank you okay Jessica. Okay so another thing we wanted to talk about in related to the summit is that we have we mentioned before we have a lot of different cultures coming together we have 40 different countries different personalities and that does create for various different environments and one of those things to think about is you have introverts, extroverts and ambiverts who are all going to be joining together and if you look at what the definition of some of these are you know introvert is someone who is shy and prefers a calm minimally stimulating environment I'm sure the summit is not a calm you know minimally stimulating environment we have the extroverts who are outgoing and overtly expressive people and then we have those ambience ambiverts who are actually a person whose persona has a balance of both extroverts and introvert features before we kind of talk about you as a leader engaging with these different personality types I want to do a really quick unscientific poll here and if people could go into chat and put down you know i for introvert e for extrovert or an a for ambivert it'd be curious to see what we kind of think our own team is made of. A lot of a's I consider myself an introvert who has to push yourself to be an extrovert kind of like barbie mentioned if i'm comfortable i've not pushed myself out of that comfort zone so you know um oh yeah we got a lot of not as many eyes as I expected quite a few a's and e's but as you can see we have a lot of different personalities among our leadership team we can imagine different personalities among our all our entire company you know and according to psychology today researchers estimate that extroverts actually make up 50 to 74 percent of the population we kind of refer to these folks as social butterflies and they thrive on that social stimulation you know the um other 16 to 50 percent are consists of introverts or ambiverts who get their energy from having time alone so when you think about that 16 to 50 percent of the team member spouses or customers who attain the summit actually fall in that introvert category and you as leaders and I think pidge talked about this um especially around giving people involved you guys have a um responsibility to figure out how to engage with these employees and make sure that they are also you know having a great summit we know the extroverts are gonna have a great time you know some of the things that you can do to help your introverts engage is give them time to think and plan and prepare as much as possible I know we don't have the agendas for everything but where we can let's make sure we give them that information so that I time to actually think about their ideas and present um and also remember silly games and some team building exercises will be really uncomfortable for these employees that doesn't mean we can't have fun and we're going to do them but we need to have a balance at our means to make sure it's not so geared heavily toward those extroverts also respect space you know introverts are known to be easily stimulated and that's easily tired if an employee you know declines a social event that's not mandatory after a long day of meetings respect that if you ask them twice and decline let it go um they're not expected to be there 24 hours a day they can come for 20 minutes leave but just make sure that you respect that in that same line it's if you see a team member continuing to pressure someone oh come on come on come have a drink let's go here let's go there and the person's clearly not wanting to that step in and make sure you can be that person's champion so you know um I think Julie mentioned the beginning also remember your fellow managers and peers who are introverts who are introverts so going to the bar to drink every night and talk about business can actually mean that you're leaving out valued members of the team so let's shake it up a bit you know try finding ideas to include others we have breakfast we have lunch we have dinner think of other ways to be more exclusive inclusive in the spirit of time I want to talk really quickly um about cultural differences as we mentioned we've got 40 different companies coming together things um can mean one thing in one part of the world and definitely means something else in different part of the world so let's just be conscious of that and assume best intent I'll give you a really quick example shaking your head in a horizontal direction in most country means no while in India it actually means yes the okay sign in Western European countries can actually mean you know Barbie and I are divers we know it means you know thumbs up everything's okay in Japan is about talking about money in some other countries is actually um a pretty offensive sexual sign but we need to actually just assume best intent and not assume that someone is trying to someone is offending you know there's a website called the center of intercultural competencies you can go there and take a look at that and they've got some really great examples of different things that different cultures do and the last thing we really want to talk about before we go to any q&a is lost in translation you know translation tends to sound easier than it is people often think it's just about a matter of replacing each source word with the corresponding translated word and then you're done you know unfortunately translation is much more complicated than that there can be multiple ways sometimes even dozens of saying the same thing in another language you add things to that like syntax grammar and any other number of examples of linguistic nuances and the potential for mistakes is huge so we want to assume best intent from our fellow team members and we've used this as an opportunity to start a new dialogue so I just wanted to be really careful about you know how we how some things are translated we've got exactly a minute left I want to like I said be conscious of time but we are really excited about summit it's a huge investment to bring people together we want to leverage that you know again as a manager you know you are ambassadors we want you to lead by example and remember that we are guests in South Africa and we expect our not only our managers but all of our team members significant others and customers to act that way but most of all we want to have a great time be safe learn and great connections at the summit are there any other questions I went through that pretty quick we have some information on the website about extroverts introverts cultural translations but any other questions if not we will we will give you exactly a minute back and check the weather before you go so you know how to pack thanks Jessica all right I guess that's it thanks everybody have a great day thanks thank you