Why you should be working asynchronously

Harnessing the full potential of your global workforce comes with challenges. Time zone differences, scheduling conflicts, and meeting fatigue all contribute to inefficiencies and missed opportunities.

Asynchronous jobs can help solve these problems. They let employees ‌tackle their tasks independently and flexibly, outside the constraints of a fixed schedule.

In this article, we delve into the benefits of asynchronous work and explore best practices for successfully implementing this transformative approach.

What is asynchronous work?

Decision-makers are increasingly embracing remote work models. In fact, 60% of employers have received higher-quality applicants since adopting a distributed workforce system. Not only that, but 55% prioritize hiring the best talent, even if employees live in different countries.

However, outdated systems can’t sustain collaboration across time zones.

The good news is that asynchronous (a.k.a. async) work resolves the challenges of inflexible schedules, real-time dependencies, and limited collaboration opportunities.

Async work refers to the practice of working on a team that doesn't require all members to be online simultaneously. When teams work asynchronously, individuals can maximize their productivity without waiting for others to complete tasks.

The key to asynchronous work is coming up with processes that allow employees to work autonomously and providing employees with the trust they need to do so.

An even, swift, and nimble pipeline produces exactly the right quantity of output for its requirements. All ‌stages are balanced in terms of efficiency and speed, resulting in no waste of time or resources. This is inspired by the Toyota Production System 3Ms methodology. More about that here.

Async allows workers to organize the order in which tasks are executed to align with their own timetables. In asynchronous work, communication doesn’t need to be immediate. Workers can fine-tune work to reduce pressure on themselves and their colleagues.

Remote, which has 1,000+ employees across 70 countries, has built an efficient, fully remote organization following asynchronous principles, proving that globally dispersed teams are not only possible but preferable.

Asynchronous work relies on three main tenets: multiplexing, communication, and action (more on that later).

What are the benefits and drawbacks of asynchronous jobs?

As with anything, asynchronous work has both advantages and disadvantages.

Benefits

1. Async work empowers employees with greater flexibility in scheduling their work. This allows them to align their tasks with their personal productivity peaks and obligations. For instance, employees who are parents can choose to work during their children’s school hours. This flexibility can lead to an improved work-life balance and higher job satisfaction.

2. Asynchronous work also facilitates seamless collaboration across time zones. This means organizations can tap into global talent pools without geographic constraints. Teams can also leverage different working hours to keep projects moving forward around the clock, maximizing efficiency. For example, a developer in India can complete a task and then hand it off to a colleague in Canada, ensuring continuous progress.

Drawbacks

Here are some of the challenges of async work:

1. Without real-time communication, delayed feedback loops can pop up. This can hinder responsiveness and slow down the decision-making process.

2. Managing interdependencies between tasks is more complex.

3. The absence of traditional office structures and real-time accountability can lead to procrastination or distractions. For instance, an employee working remotely might struggle to resist the temptation of household chores or other distractions during work hours. Async work demands a high level of self-discipline and time management skills from employees.

Asynchronous working and flow

Humans aren’t great at going from a state of total focus on Task A to total focus on Task B without loss (as depicted in the following image). For example, when you’re deep in a book and get interrupted by something, it likely takes you a moment to get back into the book.

In Example 5, we see a time-based chart with Time and Productivity as the axes. This example depicts the timeline of a backend developer who gets interrupted twice — first by a frontend developer about the payload of an API request, and second by a new team member about setting up the project’s database locally.

The backend developer spent some time focusing on the task at hand (1) and later transitioned to a state of focus (2). This (2) is what we want to maximize and where we get the best out of our super creative and powerful brains. Then, when interrupted, the developer spends some time addressing the question from the frontend developer (3) to then get back to the task (1). Unfortunately, as the developer begins focusing again (2), a new interruption occurs (3).

If you've read this far, I’m sure this is all very familiar to you.

Now, the cherry on top is the concept of ”flow”(2). Wikipedia’s definition (more here):

In positive psychology, a flow state, also known colloquially as being "in the zone," is the mental state of operation in which a person performing an activity is fully immersed in the activity. The person experiences energized focus, full involvement, and enjoyment in the process of the activity. The complete absorption in what one does characterizes flow and results in a loss in one’s sense of space and time.

If being totally focused is hard, getting into the flow is even harder. The more you stay focused, the higher the probability of getting into the flow. However, if you have trouble keeping focus, then forget about flow.

Async communication shines with great power here, as it shields everyone’s time and focus while reducing meaningless time sinks. When you’re communicating async, these types of interruptions happen less often. And when the total time that you’re able to immerse yourself in deep work is longer, the chance of getting into the flow is much higher.

What is the difference between asynchronous and synchronous work?

Asynchronous work maximizes production by decoupling work from synchronous communication. Synchronous work tethers progress to communication, forcing teams to halt progress on projects when one of the team members is unavailable due to different work hours or time off.

• Asynchronous work doesn't require employees to be online at the same time.

• Asynchronous work relies more heavily on documentation and transparency.

• Asynchronous work puts more trust in employees and their ability to perform.

• Synchronous work slows down projects by placing artificial barriers to productivity.

• Synchronous work is more common in office environments than in remote work structures but is still not optimal there.

Companies that embrace async working can move projects forward much more quickly than their competition. In addition, businesses with async workflows tend to have higher employee morale, thanks to trust, increased communication, and documentation practices.

Is asynchronous work different from remote work?

Asynchronous work and remote work, while related, are distinct concepts.

Async work refers to work that’s done without real-time interaction, relying instead on methods like email and shared documents for collaboration.

In contrast, remote work means team members simply work from different locations. However, they can still have real-time meetings and interactions. Teams can implement asynchronous practices even when co-located, while remote teams can have synchronous workflows.

In short, the key difference is that asynchronous work focuses on flexibility in time, while remote work focuses on flexibility in location.

Asynchronous workflows

Async work relies on three main tenets: multiplexing, communication, and action.

1. Multiplexing

“Multiplexing” refers to the ability to efficiently switch between multiple tasks or work streams without the need for real-time coordination or simultaneous presence. It allows team members to maximize their time and productivity.

With multiplexing, employees take up various tasks when their focus and energy levels are optimal rather than being constrained by the traditional 9-to-5 schedule or the availability of others.

To understand this in more depth, let’s discuss how synchronous and asynchronous work planning differ.

Synchronous work planning

Typical (synchronous) planning relies on kicking off things in bulk. On its own, it’s not a terrible thing to do. However, a system goes as slow as its slowest element. In this case, any delay is propagated through the pipeline, as each stage depends entirely on the step that precedes it.

This image represents a three-terminal software development pipeline organized via sync planning. To deploy a feature, we need Tasks A, B, and C to be completed. Given the way that these tasks were planned for and distributed, we require a cycle of 9 work hours per deployment. This is great for atomic tasks but very slow otherwise, as we’re only able to deploy every so often.

Asynchronous work planning

Async planning relies on breaking tasks into smaller tasks as much as possible and releasing Minimum Viable Changes (MVCs) as frequently as possible.

This technique relies on the hypothesis that shipping less but more frequently allows you to measure success and counteract any negative feedback as fast as possible.

It also allows more fine-grained control of resource allocation, as we’re able to perform more tasks in the same amount of time (due to their reduced size).

In this example representation, by separating Tasks A, B, and C in (A1, A2, A3, B1, etc.), we achieve three times as many deployments as in the previous example (M1).

In this example, at the end of the nine hours, we may end up with the same number of features deployed. However, by multiplexing our tasks with async task distribution, we could release subsets of our tasks and thus become able to validate their impact and roll back or reassess the next steps. We reduce the iteration time to a third of the original planning.

This methodology allows us to multiplex, combining our tasks to produce results faster.

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2. Communication

Good communication is key to the success of any system (human or machine).

There are many types of communication: an email, a message, a voice call, a video call, or even a “let’s go get a coffee." Each channel has a different impact on productivity, and picking the right one is as important to the production pipeline as any other task we can perform.

What is synchronous communication?

Synchronous communication is the one we're most inclined to because it’s easier and more comfortable.

A conversation requires at least two people. An engaged conversation can take multiple forms:

• A meeting

• A video/voice call

• Getting a coffee

• Chatting at lunch

• Messaging someone and expecting an immediate response

These are some examples of jobs that you can’t do asynchronously.

However, proper documentation, well-written emails, or messages can replace most meetings.

In Example 3, two devs work on their tasks and need to complete a specific set of them (A, B, and C) before deploying:

This example happens so many times. In this case, a meeting about a tech requirement interrupts both devs for a fixed amount of time. Soon after, there’s another call about what someone should do next.

This is definitely not the best use case for sync communication. The interruptions delay all work, and no deployment is done. If we think about the efficiency of our pipeline, it is undoubtedly uneven and anything but swift.

So, now the question arises: when should you opt for synchronous communication over async?

When to choose synchronous work

Choose synchronous work in the following scenarios:

• Brainstorming and strategy sessions: Here, you can make quick decisions, spontaneously exchange ideas, and facilitate creative thinking.

• Troubleshooting technical issues: This requires back-and-forth conversation to diagnose issues and identify solutions promptly.

• Critical project milestones: Determining these often requires lockstep communication and frequent status updates.

• New employee training/one-on-ones: This can involve hands-on, interactive knowledge transfer, personalized guidance, immediate clarification of doubts, and effective knowledge transfer.

• Client meetings, presentations, and workshops: Direct interaction, body language, and real-time Q&A sessions are crucial here.

• Consensus-based tasks: Such tasks can include conflict resolution, crisis management, or time-sensitive negotiations.

Use synchronous communication whenever real-time collaboration, instantaneous feedback, and direct interpersonal interactions are vital for an optimal outcome.

What is asynchronous communication?

Asynchronous communication empowers independence. It focuses on making sure that a task and its effects are independent of whoever planned or executed it.

Asynchronous communication enforces some long-sought best practices, such as:

• Good documentation

• Written procedures

• Messaging over calls

• Respect for interruption-free work slots

Example 4, with the same two people as in Example 3, involves developing a set of tasks but resorting to asynchronous communication:

In this example, communication is performed through messaging and well-written documentation. In these cases, even if the end goal of the message exchange is spread throughout the time, the impact on the workflow is negligible and often means more execution.

3. Action

This is the very last tenet of going async. It’s not about procedure; it's about attitude. It’s about caring about yourself as a professional.

There are many times when work isn’t ready for us to tackle; tasks aren’t planned, decision-makers aren’t online, etc. In these times, successful teams execute, even if they later have to refactor and adapt; they don’t waste time “waiting.”

“Always default to action” is a mantra we keep on repeating at Remote. This means that if you need to do something and no one is there to help you out or to point out what to do next, then you use your common sense and pick something up yourself.

Imagine there are three tasks, and only two are perfectly described, so you need to wait for a product manager to be available to precisely define what’s required.

In Example 6, Dev 1 is someone who defaults to action, and Dev 2 is someone who defaults to waiting.

In what we just described as “always default to action,” Dev 1 picks up something else, even if not as important as the task he was hoping to tackle. Dev 2, however, decides to wait for the PM to help describe the task.

This example is anecdotal, and we wish we could say it’s an exaggeration, but it’s not. It’s very commonplace.

At Remote, if you really need someone to help you with your next task and you really can’t pick up anything else, well, it’s better to use that time to take care of yourself. You could instead go to the gym, walk the dog, or watch your favorite show (yes, even if it's in the middle of your working day).

This implies a bit of better judgment. Of course, some tasks are very sensitive. So, if you’re not sure about those, then you can pick up something else. It’s not about ignoring risk; it's about taking charge in a controlled way.

Now that we know the three main components of async jobs, let’s explore some best practices you can adopt to optimize async work principles.

6 best practices for async work

Here are the best practices we recommend to fully employ asynchronous work principles:

1. Set guidelines for response times

Establish clear expectations for how quickly team members should respond to messages, requests, or queries. This helps to ensure a smooth and timely flow of communication.

2. Collaborate using tools

Utilize project management tools and shared documents to provide visibility into ongoing work, progress updates, and dependencies. This transparency fosters accountability and enables seamless coordination.

Also, consider using a Human Resources Information System (HRIS). Remote’s HRIS allows you to automate administrative human resources processes, like onboarding, time tracking, and leave management.

3. Schedule synchronous meetings only when necessary

Minimize the number of real-time meetings you have, reserving them only for critical discussions, decision-making, or complex problem-solving. Encourage written communication over unscheduled calls or meetings.

4. Document decisions

Maintain detailed records of decisions, discussions, and institutional knowledge in a centralized, searchable repository. This makes the information easily accessible to all team members, regardless of their working hours or location.

5. Foster a culture of trust

Empower team members to manage their own schedules and tasks, trusting in their ability to deliver high-quality work. This autonomy is crucial for effective asynchronous collaboration.

If needed, provide asynchronous training resources to support self-guided learning. Also, train managers to evaluate output over anything else.

6. Continuously refine policies

Asynchronous work requires continuous adjustment and adaptation to ensure its effectiveness.

Regularly gather feedback from team members, identify any challenges they’re facing, and refine your policies and practices accordingly.

Asynchronous jobs: the future of flexible and productive workplaces

Asynchronous work provides the foundation upon which distributed companies are built. Teams with people across multiple time zones can't afford to waste precious hours waiting for those rare moments when schedules align. Switching to async isn't just wise — for companies with remote workers, it's imperative.

But async isn't just for remote teams. Why should workers who share an office create unnecessary roadblocks for themselves? When everyone works asynchronously, everyone can perform at peak efficiency, regardless of where or when they perform their duties.

Here’s a quick recap of what we covered in this post:

• Async work should be used more often than sync work, as it provides better resource management, reduces waste, and optimizes productivity.

• Multiplexing your tasks and reducing scope allows you to deliver faster, test your hypotheses sooner, and achieve success with higher confidence.

• Communication should generally be async and only occasionally be in sync with things that require you to do so. Keeping this rule allows workers to focus on tasks longer and concentrate on best practices like documentation and writing proper procedures.

• Always defaulting to action (within reason) helps the whole team move faster, reduces time waste, and increases ownership.

Async work is how high-performing teams get more done with fewer interruptions, higher efficiency, and greater reliability.

Remote helps companies build highly effective asynchronous teams. It handles global payroll, compliance, benefits, and other administrative tasks.

If you’d like to know more about Remote and how we can help your business hire anywhere and manage a growing global team, book a demo.

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