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Asynchronous communication
There are mainly two ways to communicate within a company: synchronous and asynchronous communication. While the second type has always been widely practiced, as face-to-face meetings or any other in-person communication, the second type is just slowly being discovered.
In fact, asynchronous communication enables team members to respond to their colleagues whenever they can, without putting pressure on them that the answer should be provided immediately.
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- At the individual level, communicate as much information as possible through written messages, plan in advance whenever you need data from others, making sure your documents are shareable and sharing everything that needs to be known by the others as well as making sure discussions ab...
While real-time communication inside of a team might lead to solving faster some issues, it also has various disadvantages.
For instance, having your colleagues come to ask you questions to which you feel pressured to answer on the spot leads to you being continuously interrupted, which...
When the employees are provided with control as to when they are willing to communicate with their co-workers, there are many advantages that emerge.
For instance, having the freedom to decide exactly how your working day should look like leads to more satisfied employees as well as to ...
While asynchronous communication has so many proven advantages, like happier employees, there is still a need for synchronous communication to be ensured within the team.
Each team member should have at least one monthly one-on-one with their leader, teams should participate in Z...
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Most companies embracing remote work also have dedicated headquarters. But remote-ish teams have even more communication and collaboration challenges than fully remote teams.
For example, in hybrid teams, remote employees are often left in the dark. Office workers are...
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Back-to-back video calls, all-day team chats combined with an expectation of immediate response is taking its toll on people trying to work from home.
In the quest to create a real-time interaction of the office, we are cutting the remote workers' ability to get things done.
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Paul Graham’s 2009 essay, “Maker’s Schedule, Manager’s Schedule”, describes the differences that lead these these two factions to clash:
- “The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one hour intervals."
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