There are different approaches to estimation and planning depending on the outcomes you’re looking for and the context you’re operating in. Making synchronous workshops efficient is part of this. Many activities can be asynchronous as well. You also need to consider if estimates are necessary in your context. I cover all these topics and more, in this post.

In an async-first culture, the role of a manager is crucial. If the company is the mother-ship, the manager’s the employee’s bridge to it. They should be the individuals that know the most about their people, their skills, abilities and strengths, their personalities and their aspirations. You need managers who lead with care. In this post, I want to address how you can show that care as a leader and a manager.

In today’s post, I want to address four sets of factors that’ll affect your team’s productivity and happiness. As a leader, you’ll to address these factors using your judgement, experience and vision. Your choices will influence your new async agile team’s behaviour.

As a leader, you’re responsible for much more than the mechanics of work. Depending on the size of your company you’re a custodian of culture, or the one who defines it, or someone in between. In today’s post, I want to share with you how you can foster a culture that supports async agile.

As a manager or a leader in any tech firm today, I imagine you have a DEI agenda. Your people’s ability to work asynchronously can be a powerful tool to not just further that agenda, but also to differentiate you as a progressive leader.

In today’s post, I want to share a few notes about diversity and a few more about inclusion. I expect these perspectives will help you shape your organisation’s culture and eventual competitive advantage, starting of course with the people you influence.

Remote and async first work is all set to be the standard way of working in the next decade. There’s still a window of opportunity for firms to be the early majority. Those that miss this window will lag the innovation curve in designing the workplace of the future. A misunderstanding of “hybrid” work can set organisations back in this journey. This is also counterproductive to async agile.

In today’s post I want to unpack the term “hybrid work” for you and I want to explain why misunderstanding this term is dangerous.

When I speak to managers and leaders about asynchronous work, I receive a variety of responses. If they’re remote work naysayers, then there’s an obvious scepticism. Then there are the remote work believers who listen carefully. There are some who can immediately think of ways this “asynchronous work thing” would work for them and their teams. Many leaders, however, see the value for their people, or maybe “other people”, but claim it won’t work for them.

If you’re one of those leaders or managers, allow me to unpack asynchronous work for you. Who knows, you may find an idea or two to enrich your own work life.