Synchronous communication and remote work - can it work?
In remote circles, asynchronous communication is something like the holy grail - one that has been found. It allows you to get your work done when you are at your best, without forcing others into your schedule or vice versa. By default it generates the documentation you need to keep track of what’s going on. It also allows you to communicate across time zones, thoughtfully and at a sustainable pace.
All of this is true. And yet, it also fosters a strong bias towards people who enjoy writing, and who have experience expressing themselves through this medium. Unsurprisingly, this is true for most pre-pandemic remote workers. Most companies who were hiring remotely in the before-times had a preference for those who already know how to write well.
Which raises the question about how we can include the people who clarify their ideas by talking them through. How can we accommodate those who view meetings as an opportunity to connect and grow together? And how can we support managers and founders who speak in creating the remote work places of the future - that work independent of my personal preferences? Because keeping remote work only to ourselves can't be the goal, either.
Underrated advantages of synchronous communication, remotely
The first step is accepting that asyncronous communication has it's place (and an important one at that) in any remote culture. However, it's not the only way. Syncronous connection has its own advantages.
For most people, synchronous communication means "lots of meetings". Everyone is supposed to be jumping from conference call to conference call, never getting any work done. And yet, there are plenty of companies that skew synchronous in their day-to-day communication. Somehow, they too get things done, and somehow, their employees aren’t miserable.
I should know, because I myself, had to overcome some prejudices before coming to accept that some people don’t enjoy writing. That does not make them any less inspiring or reliable.
Here are some advantages I have found in working with remote companies who follow a hybrid communication approach. They apply specifically, when the team is at most 5 hours apart (in time zones).
Few meetings at odd hours
With most people sticking to a rather traditional schedule, meetings predictably happen during exactly those hours. When there are only a couple of time zones at play, you can even set recommended meeting hours. These will slot into the three or four hours of overlap that exists. It automagically restricts the number of bigger meetings that can be celebrated.
Ample time and acceptance for 1-1s and skip 1-1s
When meetings are not evil by default, it's easier to organize both 1-1s and skip 1-1s (meetings with the people that report to those who report to you). Often, these conversations can give insights that otherwise would get lost.
Work hour predictability for those who need it
Some people love to work with a different schedule every week, changing up routines and rooms for increased inspiration. And some people love or rely on a predictable schedule, because they want to match their partner’s or kids’ schedules. Knowing that most other people are around at roughly the same time can facilitate these boundaries. After all, they include the shared understanding about when it’s OK to not be online.
Synchronous communication without conference call
The idea that synchronous work necessarily leads to zoom fatigue is simply wrong. Syncronous chats tend to include more puns, and are more lively, even (or especially) when they happened ad-hoc. Collaboration on a google doc can happen synchronously, as you thread your comments and gather feedback for your wiriting. Visualizing ideas on a Miro board can happen syncronously, with or without a parallel call. It's even feasible to do quick 20 second calls just to clarify something.
It’s about communication - communication that works for those that work together
I’d be the first one to sign up for a document culture where even meetings start with a written recap. And I definitely skew very clearly asynchronous, mostly because I like to think before I write/speak. However, that doesn’t mean that creating ideas by talking through ideas is any less valuable. It’s simply a different form to engage in creative exploration and engage with others. I’ve worked with CEOs from both sides of the spectrum (and a spectrum it is). The resulting remote company culture is hugely different, and the people involved are just as happy and dedicated. Maybe they end up hiring people with slightly different communication preferences, to match the internal pattern. And that’s fine too. There is no one-size-fits all, and there is no one blueprint that needs to work for everyone.