For many people, remote working now feels like business as usual; however, most employers still haven't evolved their working practices to embrace its advantages. 

Adopting an asynchronous model or work has been something that remote-first companies have been doing for years, and there are proven benefits in terms of both productivity and wellbeing. So what are the strategic differences between synchronous and asynchronous, how does leadership work in an asynchronous model, and what steps should employers be taking to adapt to different ways of working in a remote world of work. 

My guest this week is Liam Martin, founder of a remote-first company with people in 43 different countries and no office. He is a thought leader on asynchronous work and co-organizer of Running Remote, the world's largest conference on building and scaling remote teams.

In the interview, we discuss:

The difference in mindset between asynchronous and synchronous

Advantages and disadvantages of asynchronous management

Clarity and autonomy

How did the early remote-first companies develop this way of working

The rise of the introverted leader

Reprogramming teams to work in a different way.

Issues with hybrid and the problem of distance bias

First steps to take to become autonomous

Long term implications of remote working


Listen to this podcast on Apple Podcasts.