Combating burnout, isolation, and anxiety in the remote workplace
应对远程工作场所的倦怠、孤立和焦虑

What are the signs of remote work burnout?
远程工作倦怠的迹象有哪些？

Remote work burnout can manifest itself in many ways, including stress, isolation, or anxiety. Leaders need to promote a healthy, non-judgemental culture where individuals are encouraged to prevent or work through burnout rather than hiding or internalizing struggles.
远程工作倦怠可以通过多种方式表现出来，包括压力、孤立或焦虑。领导者需要提倡健康、不带偏见的文化，鼓励个人预防或克服倦怠，而不是隐藏或内化挣扎。

In this CEO handbook learning session, Sid and other leaders at GitLab discuss the importance recognizing the signs of remote work burnout, taking time off, and addressing imposter syndrome.
在本次 CEO 手册学习课程中，Sid 和 GitLab 的其他领导者讨论了识别远程工作倦怠迹象、休假和解决冒名顶替综合症的重要性。

How can you prevent remote work burnout?
如何防止远程工作倦怠？

It can be more difficult to notice burnout on a distributed team. Managers and individual contributors should be trained and prepared to understand the signs - and more importantly, the entire team should be trained in behaviors and processes that help prevent it from happening in the first place.
在分布式团队中，注意到倦怠可能更困难。管理者和个人贡献者应该接受培训并准备好理解这些迹象 - 更重要的是，整个团队应该接受行为和流程方面的培训，以帮助从一开始就防止这种情况发生。

Do not celebrate working long hours
不要庆祝长时间工作

In the People Group Conversation above, GitLab CEO Sid Sijbrandij responds to a discussion on the topic of burnout and overwork.
在上面的人群对话中，GitLab 首席执行官 Sid Sijbrandij 回应了有关倦怠和过度工作主题的讨论。

There’s individual freedom, and there’s peer pressure. As a company, we should take a lot of care that there’s no peer pressure to work long hours.
有个人自由，也有同侪压力。作为一家公司，我们应该非常小心，不要因为同事的压力而要求长时间工作。

Everyone is used to that [being pressured]. At every company I’ve been at, that was a celebrated thing. We have to be super, super careful that we do not celebrate that at GitLab. — Sid Sijbrandij, GitLab co-founder and CEO
大家都习惯了[被压力]。在我待过的每家公司，这都是一件值得庆祝的事情。我们必须非常非常小心，不要在 GitLab 庆祝这一点。 — Sid Sijbrandij，GitLab 联合创始人兼首席执行官

There’s a fine line between thanking someone publicly for going above and beyond to help out in a situation, and sending a message that work should always trump life. Burnout rarely happens all at once. Rather, it typically takes one by surprise, eventually coming to a head after days, weeks, or months of overwork creep.
公开感谢某人在某种情况下竭尽全力提供帮助，与传达工作应该永远胜过生活的信息之间存在着微妙的界限。倦怠很少会同时发生。相反，它通常会让人感到意外，最终在几天、几周或几个月的过度劳累之后达到顶峰。

While working one additional hour to move a given project forward is likely not debilitating when viewed in a vacuum, it can trigger a revised baseline where you must continue to overwork in order to maintain the new status quo.
虽然在真空中观察时，额外工作一小时来推动给定项目可能不会削弱能力，但它可能会触发修改后的基线，您必须继续过度工作才能维持新的现状。

This becomes toxic when managers fail to recognize that a given sprint should not reset the baseline of what is achievable on an ongoing, sustained basis. It becomes disastrous when team members do not feel safe bringing this up to their managers in a 1:1 setting.
当管理者未能认识到给定的冲刺不应重置持续、持续的可实现目标的基线时，这就会变得有毒。当团队成员觉得不安全地以 1:1 的方式向经理提出这个问题时，结果就会是灾难性的。

Particularly in a company where results are valued above all, managers should be careful to not assume that results garnered in a given period of overwork are the new norm. This places team members in an unfair scenario where they feel pressured to perpetually overwork in order to meet expectations. More broadly, as other team members witness this, they will be less likely to go above and beyond in special cases for fear of trapping themselves in a similar cycle of overworking just to meet ever-increasing (and unsustainable) expectations.

Rest and time off are productive
休息和休假是富有成效的

Though it sounds counter to conventional wisdom, clarity comes through time away from work. Just as a human must inhale and exhale to survive, one cannot expect to remain healthy and productive if only inhaling more work.
尽管这听起来与传统观念相悖，但工作之余的时间会让人变得清晰起来。正如人类必须吸气和呼气才能生存一样，一个人不能指望仅仅吸入更多的工作就能保持健康和高效。

As John Fitch describes in the book Time Off, there are four stages of creativity. This was initially outlined by English social psychologist and London School of Economics co-founder Graham Wallas.

1. Preparation 准备
2. Incubation 孵化
3. Illumination 照明
4. Verification 确认

John Fitch, co-founder of Time Off, articulates this on The Culture Factor podcast. A portion of the interview is transcribed below.
Time Off 的联合创始人约翰·菲奇 (John Fitch) 在文化因素播客中阐述了这一点。采访的部分内容抄录如下。

Incubation and illumination are only activated through time off — by not doing the actual work, by doing something else. While you’re resting, parts of you are still working. I came to this contrarian belief that your best work is actually cultivated outside of work.
孵化和启发只能通过休息时间来激活——通过不做实际工作，或者做其他事情。当你休息时，你的一部分仍在工作。我形成了一种逆向信念，即你最好的工作实际上是在工作之外培养的。

50% of the creative process requires you to not be working. — John Fitch
50% 的创作过程需要您不工作。 — 约翰·菲奇

Establishing a culture that gives voice to this reality is critical in removing the stigma from taking breaks and prioritizing wellbeing. Rest isn’t at the expense of work; it’s a core function of doing excellent work.
建立一种表达这一现实的文化对于消除休息的耻辱和优先考虑福祉至关重要。休息并不以牺牲工作为代价；这是出色工作的核心功能。

As part of his session at REMOTE by GitLab, John shares how organizations can intentionally build company policy and culture that support and encourage time off. Watch the session:
作为 GitLab REMOTE 会议的一部分，John 分享了组织如何有意识地制定支持和鼓励休假的公司政策和文化。观看会议：

GitLab’s L&D team also hosted a live speaker series with John to discuss how intentional time off can help manage burnout and enable team members to create high quality work. Check out the recording:
亚搏体育appGitLab的L&D团队还与John一起主持了一场现场演讲系列，讨论有意的休假如何帮助管理倦怠并使团队成员创造高质量的工作。看看录音：

Wendy Barnes, Chief People Officer at GitLab, sat down with Samantha Lee from the Learning and Development team for a short conversation to answer the following questions.
GitLab 首席人力官 Wendy Barnes 与学习和开发团队的 Samantha Lee 进行了简短对话，回答了以下问题。

1. What strategies can team members use to manage burnout?
   团队成员可以使用哪些策略来管理倦怠？
2. How can managers support their team members in taking time off?
   管理者如何支持团队成员休假？
3. How can managers help prevent burnout?
   管理者如何帮助防止倦怠？

Watch the short interview below.
观看下面的简短采访。

Your rest ethic is as important as your work ethic
您的休息习惯与您的工作习惯同样重要

Traditionally, we’ve emphasized the importance of having a strong work ethic. Finding a balance with your work ethic and your rest ethic is essential for avoiding burnout. Building and nurturing your rest ethic creates the energy needed to enable your work ethic. Dr. Saundra Dalton Smith talks about the importance of rest and the types of rest we need in her TedTalk, The 7 Types of Rest that Every Person Needs.
传统上，我们强调拥有强烈职业道德的重要性。找到工作习惯和休息习惯的平衡对于避免倦怠至关重要。建立和培养你的休息习惯可以为你的工作习惯创造所需的能量。 Saundra Dalton Smith 博士在她的 TedTalk“每个人需要的 7 种休息类型”中谈到了休息的重要性以及我们需要的休息类型。

Examples of how you might define your rest ethic:
如何定义休息规范的示例：

1. Commitment to taking time off every month, and truly unplugging from your laptop or work projects when you’re off
   承诺每月休假一次，并在休假时真正摆脱笔记本电脑或工作项目的束缚
2. Using a non-linear workday to take a long break mid-day to walk, exercise, read, or work on a passion project
   利用非线性工作日在中午休息一段时间，散步、锻炼、阅读或从事感兴趣的项目
3. Practice a morning routine to help prepare you for the workday
   练习早上的例行公事，帮助你为工作日做好准备
4. Practice an evening routine to turn off work and be present with your friends, family, or time alone
   练习晚上的例行公事，以放下工作，与朋友、家人在一起，或独处

Start building a rest ethic now with this 8-minute meditation hosted by Britt Turpack. You can watch the full speaker series event with Britt on the GitLab Unfiltered YouTube channel.
现在就通过 Britt Turpack 主持的 8 分钟冥想开始建立休息习惯。您可以在 GitLab Unfiltered YouTube 频道上观看 Britt 的完整演讲者系列活动。

To learn more about building a rest ethic, refer to this course by John Fitch and TimeOff entitled Design your Rest Ethic.
要了解有关建立休息道德的更多信息，请参阅 John Fitch 和 TimeOff 题为“设计你的休息道德”的课程。

GitLab hosted John Fitch for 2 Live Speaker Series during the month of May 2021. In the following discussions, John shared great strategies for manager enablement of rest ethic, the importance of rest, and the impact that intentional rest has on results. Check out both recorded sessions below!
2021 年 5 月，GitLab 主办了 John Fitch 举办的 2 场现场演讲系列活动。在接下来的讨论中，John 分享了管理者推行休息道德的重要策略、休息的重要性以及有意识的休息对结果的影响。查看下面的两个录制的会话！

Session 1 第一节

Session 2 第二节

What are the benefits of remote work for mental health?
远程工作对心理健康有什么好处？

There are many mental health benefits to remote work, but some that top the list are:
远程工作对心理健康有很多好处，但最重要的是：

1. Increased flexibility in your daily life (for kids, parents, friends, groceries, sports, deliveries).
   提高日常生活的灵活性（对于孩子、父母、朋友、杂货、运动、送货）。
2. Less time and stress, and money wasted on a commute (subway and bus fees, gas, car maintenance, tolls, etc.).
   更少的时间和压力，以及通勤上浪费的金钱（地铁和公交车费、汽油费、汽车维护费、通行费等）。
3. Reduced interruption stress and increased productivity.
   减少中断压力并提高生产率。
4. Less exposure to germs from sick coworkers.
   减少接触生病同事的细菌。
5. You can choose your working hours based on when you’re most productive.
   您可以根据工作效率最高的时间来选择工作时间。

What are the challenges of remote work for mental health?
远程工作对心理健康有何挑战？

Remote work is not for everyone. We have done a deep dive on specific remote-work challenges and solutions, including mental health struggles that could be aggravated by:
远程工作并不适合所有人。我们深入研究了具体的远程工作挑战和解决方案，包括可能因以下原因而加剧的心理健康问题：

• the onboarding process 入职流程
• loneliness 孤独
• communication breakdowns
  通讯故障
• work/life balance 工作与生活的平衡
• time management 时间管理

What are some tips for managing mental health when working remotely?
远程工作时管理心理健康有哪些技巧？

A remote role can feel lonely, especially if you’re transitioning from a traditional office setting. It’s important to take inventory of your mental health and take action as needed.
远程角色可能会感到孤独，尤其是当您从传统的办公环境过渡时。盘点您的心理健康状况并根据需要采取行动非常重要。

Document processes around mental health
记录有关心理健康的流程

Burnout, isolation, and anxiety are issues that impact team members across all companies, regardless of their organizational structure. While they aren’t always intertwined, there is significant interplay between them.
倦怠、孤立和焦虑是影响所有公司团队成员的问题，无论其组织结构如何。虽然它们并不总是交织在一起，但它们之间存在着显着的相互作用。

In a colocated setting, it’s entirely possible for a team member to appear well, but struggle with these issues internally. That said, it tends to be easier for those in an office to reach out to a team member they trust (or their people department) if burnout, isolation, or anxiety is impacting their ability to thrive in the workplace.
在共处一地的环境中，团队成员完全有可能表现得很好，但内部却在努力解决这些问题。也就是说，如果倦怠、孤立或焦虑影响了办公室里的人在工作场所蓬勃发展的能力，他们往往更容易联系他们信任的团队成员（或其人事部门）。

In a remote setting, where in-person interactions are less common, it’s easier to fall victim to isolation. This is particularly true for those who are not well acclimated to remote work, or have just started their first remote role.
在远程环境中，面对面的互动不太常见，因此更容易成为孤立的受害者。对于那些不太适应远程工作或刚刚开始第一个远程角色的人来说尤其如此。

Because you are likely to work alone most times, it’s more difficult to remember that you do have colleagues to call on — especially if you’re already overwhelmed, burned out, or suffering from anxiety/depression.
因为大多数时候你很可能独自工作，所以更难记住你确实有同事可以拜访——尤其是当你已经不知所措、精疲力尽或患有焦虑/抑郁时。

Create clarity through documentation
通过文档创建清晰度

The aforementioned reality makes it all the more important for any company hiring remote workers to place a great deal of focus on documenting processes for team members who face these difficulties. Along with offering professional assistance (see GitLab Modern Health as an example), be sure to showcase documented resources of where to turn during onboarding, and reinforce this in ongoing learning and development sessions.
上述现实使得对于任何雇用远程员工的公司来说，更加重要的是要重点关注为面临这些困难的团队成员记录流程。除了提供专业帮助（以 GitLab Modern Health 为例）之外，请务必展示在入职期间转向何处的记录资源，并在持续的学习和发展课程中强化这一点。

Remote team members may feel less comfortable reaching out to a person when experiencing mental duress, so it’s vital to ensure that answers and resources are easily discoverable within a company’s handbook.
远程团队成员在经历精神压力时可能会感到不太舒服，因此确保在公司手册中轻松找到答案和资源至关重要。

Leverage documentation to ease anxiety
利用文档缓解焦虑

This approach enables managers and leaders to experience less anxiety and worry of being a single point of failure. By documenting diligently, it is easier for managers to take time for themselves, prioritize family, and earnestly disconnect during holidays and vacation.
这种方法使管理者和领导者能够减少对单点故障的焦虑和担忧。通过勤奋地记录，管理者可以更容易地为自己腾出时间，优先考虑家庭，并在节假日期间认真地与外界断开联系。

Documentation allows a significant portion of one’s managerial expertise to be tapped into even while the manager is away recharging, and this intentional decentralization creates a greater sense of calm for both leaders and direct reports.
即使经理不在充电，文档也能让一个人的管理专业知识的很大一部分得到利用，而这种有意的权力下放为领导者和直接下属创造了更大的平静感。

John Fitch, co-author of Time Off and the Chief Product Officer at Voltage Control, shares a powerful anecdote on this approach on The Culture Factor podcast. A portion of the interview is transcribed below.
《Time Off》的合著者、Voltage Control 的首席产品官 John Fitch 在 The Culture Factor 播客上分享了关于这种方法的一个强有力的轶事。采访的部分内容抄录如下。

My function of head of design and prototyping — if I’m the only one doing it, that’s a problem. If I go away or something happens to me, that entire function is compromised. It’s a single point of failure. When you decentralize, you get rid of single points of failure.
我的设计和原型制作主管的职责——如果我是唯一一个这样做的人，那就是一个问题。如果我离开或者发生什么事，整个功能就会受到影响。这是单点故障。当你去中心化时，你就摆脱了单点故障。

Clarity is a part of a decentralized organization. That way, anyone can pick up and understand “It’s clear what we’re here to do. Our values are clear.”
Clarity 是去中心化组织的一部分。这样，任何人都可以了解并理解“我们来这里的目的很明确。我们的价值观很明确。”

Much like an engineer will take their code and document it, that work is important. Another engineer can look at their code, and without emailing that person, make use of what has been created. Quality documentation has historically been a hallmark of engineering. We treat that the same regardless of function. When I’m away, I can be away. I don’t have to worry about my team forgetting things.
就像工程师会获取他们的代码并记录它一样，这项工作很重要。另一位工程师可以查看他们的代码，无需向该人发送电子邮件，即可使用已创建的代码。质量文档历来是工程的标志。无论功能如何，我们都一视同仁。当我离开时，我可以离开。我不必担心我的团队会忘记事情。

Just as journaling is important externally, it’s powerful internally. Documenting my functions opens my eyes to self-improvement. As I’m writing things down, I can more clearly see better ways to do things. — John Fitch
正如日记在外部很重要一样，它在内部也很强大。记录我的职能让我开阔了自我完善的视野。当我把事情写下来时，我可以更清楚地看到更好的做事方法。 — 约翰·菲奇

Force work into async tools
强制工作进入异步工具

Working entirely or primarily in a chat tool such as Microsoft Teams or Slack is a pathway to burnout. Humans were not designed to have hundreds or thousands of people demanding things from them with red bubbles. There is a reason your phone can only allow one conversation at a time.
完全或主要使用 Microsoft Teams 或 Slack 等聊天工具工作是导致倦怠的途径。人类的设计初衷并不是让成百上千的人向他们索要红色泡泡的东西。您的手机一次只能进行一场对话是有原因的。

Leadership can create a more humane atmosphere by leaning on a tool (or tools) that enable asynchronous workflows, thereby reducing meetings and creating more time for focused, deep work. GitLab uses GitLab to accomplish this.
领导力可以通过依靠支持异步工作流程的一个或多个工具来营造更加人性化的氛围，从而减少会议并为专注、深入的工作创造更多时间。 GitLab 使用 GitLab 来完成此任务。

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. 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.
GitLab 是一款协作工具，旨在帮助人们更好地协同工作，无论他们位于同一地点还是分布在多个时区。最初，GitLab 让软件开发人员协作编写代码并将其打包到软件应用程序中。如今，GitLab 拥有广泛的功能，供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了解更多信息。

Create a non-judgemental culture
创造一种不评判的文化

Transparency is a core value at GitLab, and should be a value at any organization employing remote team members. Leaders should assume that some team members will feel uncomfortable surfacing issues involving isolation, burnout, and anxiety at work. This can stem from prior experiences, where bringing such issues to light could lead to negative consequences.
透明度是 GitLab 的核心价值观，也应该成为任何雇用远程团队成员的组织的价值观。领导者应该假设一些团队成员在面对工作中涉及孤立、倦怠和焦虑的问题时会感到不舒服。这可能源于以往的经验，将此类问题曝光可能会导致负面后果。

To combat this and destigmatize such issues, leadership should work to build and sustain a non-judgemental culture. This starts by celebrating a diverse team, and creating an inclusive work environment.
为了解决这一问题并消除此类问题的污名化，领导层应努力建立和维持一种非评判性的文化。首先是庆祝多元化的团队，并创造一个包容性的工作环境。

At GitLab, we encourage team members to include overall feedback on how their life is going during routine 1:1 meetings. Managers are responsible for creating a safe atmosphere, where team members can openly discuss issues related to mental health, and work with the team member to a resolution.
在 GitLab，我们鼓励团队成员在例行的 1:1 会议中提供有关他们生活状况的总体反馈。经理有责任营造一个安全的氛围，让团队成员可以公开讨论与心理健康相关的问题，并与团队成员一起找到解决方案。

GitLab also offers a Slack channel — #mental_health_aware — dedicated to surfacing and discussing topics related to mental health.
GitLab 还提供了一个 Slack 频道 — #mental_health_aware — 致力于展示和讨论与心理健康相关的主题。

Build psychological safety
建立心理安全感

Creating a non-judgmental culture requires leaders to cultivate psychological safety within their teams. This means ensuring that team members feel safe to take healthy risks, openly admit when they make mistakes, and challenge one another in a productive, positive way.
创建不评判的文化需要领导者在团队中培养心理安全感。这意味着确保团队成员能够安全地承担健康的风险，公开承认自己犯了错误，并以一种富有成效、积极的方式相互挑战。

Not only can this affect each individual team member’s performance and wellbeing, it also has an impact on the overall environment of inclusion and belonging on your team. This is particularly important in a remote or hybrid environment, especially for a global team with varying experiences. Understanding your team members’ perspectives requires a high level of empathy, communication, and intentionality.
这不仅会影响每个团队成员的表现和福祉，还会影响团队的包容性和归属感的整体环境。这在远程或混合环境中尤其重要，特别是对于具有不同经验的全球团队而言。了解团队成员的观点需要高水平的同理心、沟通和意向性。

Learn more about how to build a psychologically safe environment.
详细了解如何构建心理安全的环境。

Workshop how to work less
研讨会如何减少工作

There should be no stigma in questioning efficiency. What was ultimately most efficient a year ago may not be true today. If you sense that a team is overworking and creating a cycle of overwork for those in proximity, consider pausing to workshop how to work less.
质疑效率不应该被视为耻辱。一年前最终最有效的方法今天可能不再适用。如果您感觉到团队工作过度，并为附近的人员造成过度工作的循环，请考虑暂停以讨论如何减少工作。

This environment creates a space where individuals can surface new tools and technologies which may be able to lighten the human load, or surface new realities in how the market has shifted to a point where certain elements of work are no longer as valuable.
这种环境创造了一个空间，个人可以展示新的工具和技术，这些工具和技术可能能够减轻人力负担，或者展示市场如何转变到某些工作要素不再那么有价值的新现实。

A regular cycle of these workshops creates moments for reevaluation. A rest and creativity ethic is just as important as a work ethic, particularly when you consider that outstanding work requires a certain amount of creativity and clarity.
这些研讨会的定期循环为重新评估创造了机会。休息和创造力的道德与工作道德一样重要，特别是当您认为出色的工作需要一定的创造力和清晰度时。

What are some warning signs that indicate someone is struggling with their mental health while working remotely?
有哪些警告信号表明某人在远程工作时正在遭受心理健康困扰？

Oftentimes, if you are feeling burned out, you aren’t the only one feeling that way. GitLab team members have compiled a list of symptoms related to burnout, isolation, and anxiety in a blog post. A few are highlighted below.
通常，如果您感到精疲力竭，那么您并不是唯一有这种感觉的人。 GitLab 团队成员在一篇博文中列出了与倦怠、孤立和焦虑相关的症状列表。下面重点介绍了其中一些。

1. You’re constantly tired 你总是感到疲倦
2. You no longer enjoy things
   你不再享受事物
3. Your job performance suffers
   你的工作表现受到影响
4. Your physical health suffers (headaches, irregular breathing patterns, etc.)
   您的身体健康受到影响（头痛、呼吸不规律等）
5. Your relationships are strained
   你们的关系很紧张
6. You feel socially zapped
   你感到社交受到打击
7. You disable video for team calls to prevent others from seeing your pain
   您禁用团队通话视频以防止其他人看到您的痛苦
8. You are perpetually concerned with whether you are doing enough
   你永远关心自己是否做得足够
9. You worry that your contributions are too few or too insignificant
   您担心自己的贡献太少或太微不足道
10. You feel unable to choose family first
    你觉得无法首先选择家庭

What are some ways to reduce stress when working remotely?
有哪些方法可以减轻远程工作时的压力？

In the video above, Darren (Head of Remote, GitLab) and Sara (Senior Partner Marketing Manager, GitLab) discuss tips, tricks, and insights on preventing burnout and achieving balance.
在上面的视频中，Darren（GitLab 远程主管）和 Sara（GitLab 高级合作伙伴营销经理）讨论了有关防止倦怠和实现平衡的提示、技巧和见解。

Prevention is a team sport. Leaders must work to establish a workplace culture that empowers rather than restricts, managers must be proactive in sensing the signs of mental strain, and team members must feel comfortable surfacing issues while they are still manageable. Below are several recommendations for avoiding and preventing burnout, according to GitLab team members.
预防是一项团队运动。领导者必须努力建立一种授权而不是限制的工作场所文化，管理者必须积极主动地察觉精神紧张的迹象，团队成员必须在问题仍然可控的情况下坦然地面对问题。 GitLab 团队成员表示，以下是一些避免和防止倦怠的建议。

1. Set clear boundaries between work and home
2. Take vacation 休假
3. Take a “mental health” day to lower your stress (spend time outdoors, get a massage, get some exercise)
   度过一个“心理健康”日来减轻压力（花时间在户外、享受按摩、锻炼身体）
4. Know when to take a break
   知道什么时候休息
5. Put a break reminder on your computer
   在电脑上设置休息提醒
6. Switch off when you’re away from work
   下班时关掉电源
7. Don’t suffer in silence
   不要默默承受
8. Don’t go straight to work after you wake up
9. Remove Slack from your smartphone or at the very least, turn off notifications for it
   从智能手机中删除 Slack，或者至少关闭它的通知
10. Keep each other accountable. When you notice someone in a different time zone should be asleep, tell them
    让彼此承担责任。当您发现不同时区的某人应该睡觉时，请告诉他们
11. Use your Slack status to share a message with the team that you are unavailable
    使用您的 Slack 状态与团队分享您没空的消息
12. Schedule random coffee breaks
    安排随机的咖啡休息时间
13. You can use informal communication mechanisms such as virtual trivia sessions, talent shows, scavenger hunts, and global pizza parties/meals to help bond as a team and prevent work-related burnout.
    您可以使用非正式的沟通机制，例如虚拟问答环节、才艺表演、寻宝游戏和全球披萨派对/聚餐，以帮助加强团队凝聚力并防止与工作相关的倦怠。

The power of being proactive
积极主动的力量

GitLab has added a number of changes to the company handbook, encouraging managers and team members to be proactive when it comes to recognizing and avoiding burnout, isolation, and anxiety.
亚搏体育appGitLab对公司手册进行了一些修改，鼓励经理和团队成员在认识和避免倦怠、孤立和焦虑方面积极主动。

1. Encourage team members to communicate with their manager when they recognize burnout
   鼓励团队成员在意识到倦怠时与经理沟通
2. Encourage team members to notice signs of burnout in their peers and direct reports
   鼓励团队成员注意到同事和直接下属的倦怠迹象
3. Added tips to avoid burnout
   添加了避免倦怠的提示

Block Potential PTO in advance
提前阻止潜在的 PTO

It’s therapeutic to set an annual reminder (near year-end works well) to block out windows for potential PTO in the year ahead. Toggle through the forward 12 months in Google Calendar and create Busy blocks entitled “Blocked for Potential PTO” during days or weeks where future-you may appreciate present-you scheduling time off. Days before and after major holidays, anniversaries, birthdays, daylight savings time (time off to savor more sunshine!), or other moments of importance are a great place to start.
设置年度提醒（接近年底效果很好），为来年可能出现的 PTO 留出时间，这是一种治疗方法。在 Google 日历中切换未来 12 个月，并在未来（您可能会感激现在）安排休假的几天或几周内创建标题为“因潜在 PTO 被阻止”的 Busy 块。重大节日、周年纪念日、生日、夏令时（享受更多阳光的时间！）或其他重要时刻的前后几天都是一个很好的起点。

Be liberal in scheduling these blocks. They are two-way doors, and can always be removed or reduced. This exercise serves as a forcing function to be proactive about scheduling time to rest and recharge before you need it. It also provides a great visual pause for others. E.g. If someone wants to schedule you for a webinar in six weeks, but notices a Potential PTO Block on your calendar, it will prompt them to ask you if you intend to convert it to a definitive PTO block. This prevents your schedule from perpetually filling up before you have a chance to formalize a break.
自由地安排这些块。它们是双向门，可以随时拆除或缩小。这项练习可以强制你在需要之前主动安排休息和充电的时间。它还为其他人提供了很好的视觉暂停。例如。如果有人想安排您在六周内参加网络研讨会，但注意到您的日历上有 Potential PTO Block ，则会提示他们询问您是否打算将其转换为明确的 PTO 块。这可以防止你的日程安排在你有机会正式休息之前就被填满。

Make a PTO to-do list
制定 PTO 待办事项列表

If you find yourself anxious about missing out, or overlooking a work-related to-do list, consider replacing that to-do list with a PTO To-Do List for the duration of your paid time off. This may include items such as practice yoga, schedule coffee with a family member or friend, go for a walk/hike/cycle, sleep X hours per night, nap X hours per day, read X chapters in a new book, etc.
如果您发现自己担心错过或忽略与工作相关的待办事项列表，请考虑在带薪休假期间用 PTO 待办事项列表替换该待办事项列表。这可能包括练习瑜伽、与家人或朋友一起喝咖啡、散步/远足/骑自行车、每晚睡 X 小时、每天小睡 X 小时、阅读新书中的 X 章等。

Take a moment for gratitude
花点时间表达感激之情

It is easy to focus on the negatives. Many times when something goes wrong, or we make a mistake, we jump to the negative outcomes. In these moments, take a pause and ask yourself “What is good about this situation?”. Focusing on the positive impact can make your day go a lot better. It is easy to forget to focus on gratitude, so if needed, help yourself with a prompt. A simple reminder in your calendar, or Post-It note at your work station with the word gratitude can remind you to focus on what you’ve learned or discovered in a situation rather than the negatives. You can also try asking yourself what you are grateful for each morning to start getting in the habit of focusing on the positives.
人们很容易将注意力集中在负面因素上。很多时候，当出现问题或我们犯了错误时，我们就会跳到负面结果。在这些时刻，停下来问自己“这种情况有什么好处？”。关注积极的影响可以让你的一天过得更好。人们很容易忘记关注感恩，所以如果需要的话，可以通过提示来帮助自己。日历中的简单提醒，或工作站上带有“感激”一词的便利贴，可以提醒您关注在某种情况下学到或发现的内容，而不是消极的一面。你也可以尝试每天早上问自己感恩的是什么，开始养成关注积极方面的习惯。

This section has been contributed by Matt Mochary.
本节由 Matt Mochary 贡献。

GitLab team members are welcome to join the #daily-gratitude Slack channel (and remember, there’s also a :gratitude: emoji!).
欢迎 GitLab 团队成员加入 #daily-gratitude Slack 频道（请记住，还有一个 :gratitude: 表情符号！）。

Be transparent about boundaries
边界透明

Whether you’re communicating with a coworker or someone external to the company, it’s helpful to be transparent about the boundaries you’ve set for your mental health, wellbeing, and life outside of work. This is especially impactful for managers and leaders, because it normalizes the conversation around mental health and sets an example for others on the team.
无论您是与同事还是公司外部人员沟通，透明地了解您为自己的心理健康、福祉和工作之外的生活设定的界限都会很有帮助。这对管理者和领导者尤其有影响，因为它使围绕心理健康的对话正常化，并为团队中的其他人树立了榜样。

If you’re invited to a sync meeting that you can contribute to asynchronously, this can be as simple as one line added to an email response. Here’s an example from Darren M., GitLab’s Head of Remote:
如果您被邀请参加可以异步参与的同步会议，这可以像在电子邮件回复中添加一行一样简单。以下是 GitLab 远程主管 Darren M. 提供的示例：

“I’m intentionally limiting my sync sessions in 2021 to prioritize wellbeing and family. Thanks for understanding.”
“我有意限制 2021 年的同步会议，以优先考虑福祉和家庭。感谢您的理解。”

This is also something you can discuss live with your manager or team during regular 1:1 or team meetings. Sharing openly about these boundaries builds empathy, trust, and reinforces a non-judgmental culture.

Set realistic expectations
设定现实的期望

Leadership must be sensible about expectations. If a company’s OKRs (objectives and key results) and KPIs (key performance indicators) are unattainable without compromising company values, this incongruence is a recipe for fostering burnout, isolation, and anxiety across a team.
领导层必须对期望保持明智。如果一家公司的 OKR（目标和关键结果）和 KPI（关键绩效指标）在不损害公司价值观的情况下就无法实现，那么这种不一致就会导致整个团队的倦怠、孤立和焦虑。

It is foolish to expect a team member to maintain excellent mental health when their workload requires a sustained amount of sacrifice. There is a fine line between collaborating with a team member on an ambitious goal and assigning a task that will be perceived as impossible.
当工作量需要持续的牺牲时，期望团队成员保持良好的心理健康是愚蠢的。与团队成员合作实现雄心勃勃的目标和分配被认为不可能的任务之间存在着微妙的界限。

This nuance requires a leader who is adept at understanding a team member’s strengths and weaknesses. What is perceived as impossible for one team member may seem trivial to another; it is not always the task that triggers duress, but mismatching a task with an ill-equipped team member.
这种细微差别要求领导者善于了解团队成员的优势和劣势。对于一个团队成员来说不可能的事情，对于另一个团队成员来说可能看起来微不足道；引发压力的并不总是任务，而是任务与装备不足的团队成员不匹配。

This can be more pronounced in a remote setting. Leaders should pay close attention to blockers and struggles, and be proactive in asking about these during 1:1 sessions. Phrasing questions such as “Are there any assignments that you do not feel comfortable or equipped to handle?” is a better way to uncover truth compared to a blanket “Why isn’t this working?”
这在远程环境中可能更加明显。领导者应密切关注阻碍因素和斗争，并在一对一会议中主动询问这些问题。提出诸如“是否有任何作业让您感到不舒服或不适合处理？”之类的问题。与一揽子“为什么这不起作用？”相比，这是一种更好的发现真相的方法。

It’s also important to understand that not every team members prefers to discuss these topics using the same medium. While some may prefer video communication, others may prefer voice, writing, or something else. Remote leaders should strive to be inclusive when searching for answers and solutions.
同样重要的是要了解，并非每个团队成员都喜欢使用相同的媒介来讨论这些主题。虽然有些人可能更喜欢视频通信，但其他人可能更喜欢语音、书写或其他方式。远程领导者在寻找答案和解决方案时应努力具有包容性。

Sentiment tracking and feedback
情绪跟踪和反馈

Particularly in remote companies, leadership should consider implementing processes around internal feedback. Companies will often wait to gather internal feedback until an exit interview after someone’s resigned, or they’ll organize an occasional survey to take a pulse on the company’s engagement. GitLab prefers shorter, but more frequent, check-ins, aligned to our values of collaboration and iteration.
特别是在远程公司中，领导层应考虑围绕内部反馈实施流程。公司通常会等到某人辞职后进行离职面谈才收集内部反馈，或者他们会偶尔组织一次调查来了解公司的敬业度。 GitLab 更喜欢更短但更频繁的签到，这符合我们的协作和迭代价值观。

Ask questions that shed light on whether or not a team member is thriving or struggling, and pay close attention to any adjustable workplace factors that are contributing either positively or negatively.
提出一些问题，以了解团队成员是否正在蓬勃发展或陷入困境，并密切关注任何可调整的工作场所因素，无论是积极还是消极。

Learn more about GitLab’s approach and guidance on feedback.
详细了解 GitLab 的反馈方法和指南。

What are some tips for staying productive when working remotely?
远程工作时保持高效的一些技巧有哪些？

Create mental space 创造心理空间

One of the more challenging aspects of remote work is closing your mental “tabs” once you disconnect from work. Since remote enables you to work a non-linear workday, it’s difficult to rationalize where one working session ends and another begins.
远程工作更具挑战性的方面之一是，一旦你脱离工作，就关闭你的心理“标签”。由于远程工作使您能够进行非线性工作日，因此很难合理地确定一个工作会话在哪里结束、另一个工作会话从哪里开始。

Clear unread messages daily/weekly
每天/每周清除未读消息

You can reduce your mental load by clearing all your unread messages at the end of each working day or week (seriously!). Slack refers to this as Mark all messages as read, which is easily toggled by simultaneously pressing Shift + Esc.
您可以通过在每个工作日或每周结束时清除所有未读消息来减轻您的精神负担（说真的！）。 Slack 将此称为 Mark all messages as read ，可以通过同时按下 Shift + Esc 轻松切换。

Communicate your work preferences
传达您的工作偏好

Create a rudimentary README that clarifies how you work. Ideally, it’s working from a GitLab Issue board, tagging system, or To-Do list which can be understood and used company-wide. You can then post the link to your README in your Slack profile, pointing others to it. Showing others how to deliberately chose asynchronous over synchronous is vital to reinforcing our operating principle of Bias towards asynchronous communication.
创建一个基本的自述文件来阐明您的工作方式。理想情况下，它可以在 GitLab 问题板、标记系统或待办事项列表中运行，这些都可以在全公司范围内理解和使用。然后，您可以在 Slack 个人资料中发布自述文件的链接，向其他人推荐该链接。向其他人展示如何有意识地选择异步而不是同步对于强化我们偏向异步通信的操作原则至关重要。

Be transparent on capacity
容量透明

In a remote setting, it’s important to let others know you need uninterrupted focus. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This models healthy boundaries while communicating that Slack and synchronous conversation should not be the default.
在远程环境中，让其他人知道您需要不间断的专注非常重要。您应该可以安全地手动调整您的状态，以指示您何时处于工作状态或是否处于专注状态。这建立了健康的边界，同时传达了 Slack 和同步对话不应成为默认设置的信息。

What are some tips for managing time when working remotely?
远程工作时管理时间有哪些技巧？

Time tracking 时间跟踪

Be aware of how much time you spend working versus distractions. You can use time tracking tools to get a baseline, then set goals for increasing productivity as you learn to reduce distractions.
注意你花在工作上的时间和分心的时间。您可以使用时间跟踪工具来获取基线，然后在学习减少干扰的同时设定提高生产力的目标。

This Forbes article on remote-work time management tips also recommends
这篇关于远程工作时间管理技巧的《福布斯》文章还建议

1. Finding your own space
   寻找属于自己的空间
2. Managing your energy 管理你的能量
3. Taking strategic breaks 采取战略性休息
4. Collaborating with your partner
   与您的合作伙伴合作
5. Setting healthy boundaries
   设定健康界限

What are some tips for avoiding distractions when working remotely?
远程工作时避免分心的一些技巧有哪些？

GitLab employee Matej L. outlines 9 tips for eliminating remote work distractions and being more productive here.
GitLab 员工 Matej L. 概述了消除远程工作干扰并提高工作效率的 9 个技巧。

Pro tip: experiment with removing Slack from your phone. A litany of studies have covered the addictive nature of smartphones. Even if you aren’t sure if this approach will benefit you, give it a try. It’s what we call a two-way door.
专业提示：尝试从手机中删除 Slack。一系列研究都涉及智能手机的成瘾性。即使您不确定这种方法是否对您有益，也请尝试一下。这就是我们所说的双向门。

What are some resources for remote workers struggling with their mental health?
对于患有心理健康问题的远程工作者来说，有哪些资源可供使用？

Mental Health Tool Stack
心理健康工具堆栈

The following tools and strategies are used by the GitLab team to manage burnout and make mental health a priority.
GitLab 团队使用以下工具和策略来管理倦怠并优先考虑心理健康。

Tool 工具	Use
Headspace  顶空	Meditation app 冥想应用程序
Non-Linear Workdays  非线性工作日	All-remote work strategy to increase life harmony 全远程工作策略，促进生活和谐
README Files 自述文件	Space to share bio, remote work setup, and information about working style. Check out the GitLab’s Engineering Team README files as an example. 分享个人简介、远程工作设置以及有关工作方式的信息的空间。查看 GitLab 的工程团队自述文件作为示例。
Slack 松弛	Non-work conversation in channels like #mindfulness and #mental-health-aware #mindfulness 和 #mental-health-aware 等频道中的非工作对话
The donut bot 甜甜圈机器人	Random coffee chat meeting match bot 随机咖啡聊天会议匹配机器人
Modern Health Community Circles 现代健康社区圈子	Public community converstaions hosted by Modern Health 现代健康主办的公共社区对话
Coffee Chats  咖啡聊天	Social calls with team members 与团队成员进行社交通话
Walk and Talk meeting structure 边走边说会议结构	An optional structure for both work and social calls 适用于工作和社交通话的可选结构
Burnout Index 倦怠指数	Burnout assessment tool 倦怠评估工具
Burnout assessment  倦怠评估	Burnout assessment tool 倦怠评估工具
Daylio  戴利奥	Mood tracker app 情绪跟踪器应用程序

LinkedIn Learning Courses
领英学习课程

1. Mindful Stress Management
   正念压力管理
2. Winding Down: Get a Better Nights Sleep
   放松身心：获得更好的睡眠
3. How to Create a Life of Meaning and Purpose
   如何创造有意义和目标的生活

How can remote workers connect with mental health professionals?
远程工作者如何与心理健康专家建立联系？

1. UCSF Department of Psychiatry and Behavioral Sciences: Resources to support your mental health during the COVID-19 outbreak and climate crises
   UCSF 精神病学和行为科学系：在 COVID-19 爆发和气候危机期间支持您的心理健康的资源

GitLab Knowledge Assessment: Combating burnout, isolation, and anxiety in the remote workplace
亚搏体育appGitLab知识评估：对抗远程工作场所的倦怠、孤立和焦虑

Complete all knowledge assessments in the Remote Work Foundation certification to receive the Remote Foundations Badge in GitLab Learn. If you have questions, please reach out to our Learning & Development team at learning@gitlab.com.
完成远程工作基础认证中的所有知识评估，即可在 GitLab Learn 中获得远程基础徽章。如果您有疑问，请联系我们的学习与发展团队： learning@gitlab.com 。

Is this advice any good?
这个建议有用吗？

GitLab is one of the world’s largest all-remote companies. We are 100% remote, with no company-owned offices anywhere on the planet. We have over 1,500 team members in more than 65 countries. 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.
GitLab 是世界上最大的全远程公司之一。我们 100% 处于偏远地区，在全球任何地方都没有公司拥有的办事处。我们在超过 65 个国家/地区拥有 1,500 多名团队成员。本文的主要贡献者（Darren Murph，GitLab 远程主管）拥有超过 15 年的在不同规模的托管公司、混合远程公司和全远程公司工作和报告的经验。

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.
正如询问 GitLab 的产品是否好一样，我们希望对我们在远程工作领域的专业知识保持透明。

Contribute your lessons 贡献您的课程

Creating a healthy remote workplace is essential to business success. 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.
创建健康的远程工作场所对于企业成功至关重要。如果您或您的公司拥有有益于更广阔世界的经验，请考虑创建合并请求并向此页面添加贡献。

---

Return to the main all-remote page.
返回全远程主页面。