# hugolint incorrectly flagged a relative URL with `~:text=` as broken when it isn't - https://gitlab.com/gitlab-com/content-sites/handbook-tools/hugolint/-/issues/8
@@ -200,7 +200,7 @@ Each quarter, E-Group can choose to invite an additional team member as a Key Ta
Once the Key Talent Guest has been identified, it is the relevant E-Group team member's responsibility to ensure that managers of this person are aware of the invite. The EBA to the CEO will then confirm that the guest is able to join. If not, the invite will go to the runner up. Once a Key Talent Guest is confirmed, the EBA to the CEO should enter their name in the [Key Talent Board Dinner Guests](#key-talent-board-dinner-guests).
GitLab will cover this person's travel expenses. A person's location will not be considered in the selection criteria though the person's travel must be allowed under GitLab's [travel policies and guidelines](/handbook/finance/travel/#policy-and-guidelines).
GitLab will cover this person's travel expenses. A person's location will not be considered in the selection criteria though the person's travel must be allowed under GitLab's [travel policies and guidelines](/handbook/finance/travel/).
As part of joining the dinner, the Key Talent Guest should come prepared to discuss:
@@ -302,7 +302,7 @@ New Director will be provided with:
- Materials for meeting: Most recent Board of Directors meeting presentation, Key Review slides, current quarter OKRs. Please do not generate new content. The Staff EBA to the CEO sends material to the new Director at least 72 hours in advance. The meeting is centered around the new Director's questions
-[GitLab Strategy](/handbook/company/strategy/)
-[3 year strategy](/handbook/company/strategy/#three-year-strategy)
-[3 year strategy](https://internal.gitlab.com/handbook/company/three-year-strategy/)
-[Company KPI's](/handbook/company/kpis/)
-[Quarterly OKRs](/handbook/company/okrs/)
-[Yearlies](/handbook/company/yearlies/)
@@ -335,7 +335,7 @@ New Director will be provided with:
- Compensation Committee Overview
1. Sales (CRO) - 80 minutes suggested
- The Staff EBA to the CRO sends material to the new Director at least 72 hours in advance.
- Materials and key topics include: Sales Key Review slides, Sales KPI dashboard, most recent CRO Board Appendix slides and Sales section of the BOD deck, market definiton, current organization design, current sales motion, customer motion, sales philosophy and current CRO priorities.
- Materials and key topics include: Sales Key Review slides, Sales KPI dashboard, most recent CRO Board Appendix slides and Sales section of the BOD deck, market definition, current organization design, current sales motion, customer motion, sales philosophy and current CRO priorities.
@@ -5,7 +5,7 @@ description: "Details about Office of the CEO (OCEO) at GitLab"
## Office of the CEO Overview
GitLab is a [functionally organized](/handbook/company/structure/) company in which functions are as mutally exclusive as possible to be efficient. Without a COO or central operating department reporting into the CEO, the CEO gets leverage through an [Office of the CEO](/handbook/ceo/office-of-the-ceo/)(OCEO for short) led by the Chief of Staff (CoS) to the CEO. While the Chief of Staff to the CEO is not a part of GitLab's executive team, this senior person reports directly to the CEO and manages a team that supports the CEO and/or cross-functional projects of importance to GitLab.
GitLab is a [functionally organized](/handbook/company/structure/) company in which functions are as mutually exclusive as possible to be efficient. Without a COO or central operating department reporting into the CEO, the CEO gets leverage through an [Office of the CEO](/handbook/ceo/office-of-the-ceo/)(OCEO for short) led by the Chief of Staff (CoS) to the CEO. While the Chief of Staff to the CEO is not a part of GitLab's executive team, this senior person reports directly to the CEO and manages a team that supports the CEO and/or cross-functional projects of importance to GitLab.
## Team Mission
@@ -16,7 +16,7 @@ Help the CEO be more effective and lead select cross-functional initiatives of i
The [Office to the CEO](/handbook/ceo/office-of-the-ceo/) consists of:
1. The [Chief of Staff to the CEO](/job-families/chief-executive-officer/chief-of-staff/): the person responsible for running this group and supporting the success of the CEO.
1.[Strategy and Operations team members](job-families/chief-executive-officer/strategy-and-operations/): internal consultants and doers who support priority cross-functional projects within GitLab. Roles vary based on business needs, but these folks can be specialists (for example, focused on China or technology) or generalists.
1.[Strategy and Operations team members](/job-families/chief-executive-officer/strategy-and-operations/): internal consultants and doers who support priority cross-functional projects within GitLab. Roles vary based on business needs, but these folks can be specialists (for example, focused on China or technology) or generalists.
1.[EBAs](/handbook/eba/) to the CEO: EBAs who support the CEO and the Chief of Staff to the CEO.
When there are gaps, the Office may expand to include additional roles and responsibilities. For example, at times this Office has included our [TeamOps](/teamops/) initiative, [internal communications](/handbook/communication/#internal-communication), and [handbook maintenance](/). As GitLab is a functionally organized company, the goal in most cases is to own an area until another function is prepared to own and support it.
@@ -148,9 +148,9 @@ Designated meeting time will be used to review and make adjustments to the propo
The Office of the CEO runs the [OKR process](/handbook/company/okrs/).
We set OKRs on a [fiscal quarter](/handbook/finance/#fiscal-year) basis.
There is an [OKR schedule](/handbook/company/okrs/#schedule) that dictates the timeline of events.
There is an [OKR schedule](/handbook/company/okrs/#okr-process-at-gitlab) that dictates the timeline of events.
We use a handbook page for each quarter.
The CEO's Objectives every quarter map to the [sequence](/handbook/company/strategy/#sequence) of our [strategy](/handbook/company/strategy/#strategy).
The CEO's Objectives every quarter map to the [sequence](/handbook/company/cadence/) of our [strategy](/handbook/company/strategy/).
The CEO's KRs are what we're measuring for the company for that quarter.
## Collaborating on Cross-Functional Initiatives
@@ -164,7 +164,7 @@ While there are rare exceptions, members of the Office of the CEO are not foreve
Office of the CEO members can be reassigned based on the needs of the business and priorities of the CEO. In most cases, a member of the Office of the CEO will remain with a project until the exit criteria for the Office of the CEO is achieved. If a project extends beyond its anticipated timeframe or priorities change, a member may have to leave a project before the agreed upon exit criteria is achieved.
When a member of the Office of the CEO exits an ongoing intitiative they will:
When a member of the Office of the CEO exits an ongoing initiative they will:
1. Provide as much notice as possible that the Office of the CEO will no longer support the initiative
1. Document their key responsibilities
@@ -246,12 +246,12 @@ With the goals of increasing efficiency and looking at how to make recurring mee
If you're looking for possible wording to use when taking the actions above, and for more information about the cleanup day, please look at https://handbook.gitlab.com/handbook/ceo/office-of-the-ceo/#meeting-cleanup-day.
```
When cancelling a meeting, a team member can copy and paste this message to send to attendees:
*I evaluated the need for this meeting as part of [Meeting Cleanup Day](/handbook/communication/#meeting-cleanup-day). I have determined that the meeting is no longer needed. Please get in touch if you have any concerns.*
When canceling a meeting, a team member can copy and paste this message to send to attendees:
*I evaluated the need for this meeting as part of [Meeting Cleanup Day](/handbook/ceo/office-of-the-ceo/#meeting-cleanup-day). I have determined that the meeting is no longer needed. Please get in touch if you have any concerns.*
When changing the cadence of a meeting, a team member can copy and paste this message to send to attendees:
*I reassessed this meeting as part of [Meeting Cleanup Day](/handbook/communication/#meeting-cleanup-day). I have determined that the meeting no longer needs to happen as frequently. Please look for an updated meeting invite and get in touch if you have any concerns.*
*I reassessed this meeting as part of [Meeting Cleanup Day](/handbook/ceo/office-of-the-ceo/#meeting-cleanup-day). I have determined that the meeting no longer needs to happen as frequently. Please look for an updated meeting invite and get in touch if you have any concerns.*
If you are a team member who intends to decline a meeting, the [asynchronous communication](/handbook/company/culture/all-remote/asynchronous/#how-to-decline-meetings-in-favor-of-async) section of the handbook has some good suggestions for what to say when you decline.
@@ -283,7 +283,7 @@ We are evaluating different ways to measure our success as a team. These include
## Chief of Staff Shadow
The Chief of Staff to the CEO may occasionally have a Chief of Staff Shadow, a GitLab team member who will participate in a specific project or initiative for a fixed time. Depending on the projec or initiative, the team member may spend most of their time with an Office of the CEO team member instead.
The Chief of Staff to the CEO may occasionally have a Chief of Staff Shadow, a GitLab team member who will participate in a specific project or initiative for a fixed time. Depending on the project or initiative, the team member may spend most of their time with an Office of the CEO team member instead.
Shadow responsibilities could include: taking notes, providing feedback, and/or supporting the overall initiative success. This role would be in addition to any existing responsibilities at GitLab. Participants would opt in to experience another function within GitLab and contribute to a different part of the business. Since participation would be in addition to an existing workload, managers must sign off before a CoS to the CEO Shadow can participate. Interested team members can share their interest with the Chief of Staff to the CEO in the `#ceo-chief-of-staff-team` Slack channel. The CoS to the CEO will follow up with you to understand what you are looking to get out of the experience and review projects that may be a good match. If there is not an existing project, you will be kept in mind for future opportunities.
@@ -301,7 +301,7 @@ Once a project or initiative to Shadow has been identified and the team member d
1. This is not a performance evaluation
1. Plan to observe and ask questions.
1. Participating in the shadow program is a privilege where you will be exposed to confidential information. This is underpinned by trust in the shadows to honor the confidentiality of topics being discussed and information shared. The continuation of this program is entirely dependent on shadows past, present, and future honoring this trust placed in them.
1. Give feedback to and receive feedback from the Chief of Staff to the CEO. Participants in the shadow program are encouraged to deliver [candid feedback](/handbook/people-group/guidance-on-feedback/#guidelines-for-delivering-feedback). Shadows maintaining confidentiality during the program is separate from shadows being able to provide candid feedback.
1. Give feedback to and receive feedback from the Chief of Staff to the CEO. Participants in the shadow program are encouraged to deliver [candid feedback](/handbook/people-group/guidance-on-feedback/#giving-feedback). Shadows maintaining confidentiality during the program is separate from shadows being able to provide candid feedback.
## Quick Links and Fun Facts
@@ -310,7 +310,7 @@ Once a project or initiative to Shadow has been identified and the team member d
-[GitLab Strategy and Operations (Workplace) Team Handbook](/handbook/ceo/office-of-the-ceo/workplace)
