Years ago I was 'invited' to a weekly staff meeting at 8:00 AM Monday mornings. Eight people in a room for an hour – the equivalent of a person-day of time invested. Don't get me wrong – the meeting had useful, even important content and we all heard it together (the donuts were fresh too). When done we could carry our coffee cups back to our office and begin the day.
Convenient since we were all in the same location, but unfortunately travel could not begin before 10AM Monday nor could client meetings – almost without regard to the urgency of the need.
As technology improved and costs decreased, the meeting changed a bit to include others not physically present – staff off-site for travel, client meetings, or in other offices (the 5:00 AM West Coaster meeting from home was a classic). However, it continued to occupy all participants simultaneously.
Now in my organization there are 5 key individuals, no staff meetings, and a greater degree of communications, planning, and coordination (volume of donuts, however, is sparse). This is an asynchronous organization – it has no central office, locations in three states, and each individual is strategically engaged and briefed on all projects.
Updates, output, project results, and other such results documents, are copied to all 5 key people when written. As needed a phone call between two of us will cover updates, problem solving, scheduling, idea exploration, and closure on pending items in under an hour. Before lunch notes from the from the meeting – and action items – are distilled and distributed.
The success of the communications is based on the receipt not scheduling, each individual can access and respond when best able to do so. An asynchronous approach.
How does it work in practice? Recently I was suddenly called away for a family emergency and had a presentation scheduled later the same day. With a two minute call on the run to my partner Dick, he could step in with all program resources and the presentation concluded to enthusiastic applause.
Cory Doctorow in his book Makers describes a future world with a much greater degree of coordinated independent activity – a truly asynch environment in which business can successfully operate and thrive. Individuals satisfying consumer needs and getting results individually or in concert with others adding value as well.
The New Normal is being built on this foundation in reality – not as fiction. Look around and you can see the growing evidence.
Do you see it too?
Check out Blah, Blah Blog at the Web Managers Roundtable, on August 9, and BlogLab, coming August 16.
If you plan it right, asynchronous aspects of our society offer great advantages. But you can't keep holding the old synchronous practices. They hurt you more and more.
Jack-having just launched a sales team from coast to coast with people who work independently, your observations resonate strongly. Wish I had said it the way you did. Thanks.
Dick: how much time is lost in making a meeting in the middle of something else productive, or in waiting for others who are late? When the communications are asynchronous you can access it and respond at a time of your choosing - better time management & perhaps higher quality responses as well.
Thanks for the comment.
Bruce: You know the effect of an all-hands meeting on a distributed sales team - avoided by going asynchronous so the team can be out selling when the customers are available and can add to the communications when they are no.
Thanks for the comments.
Post a Comment