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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.\xa0\n\nAdopting 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.\xa0\n\nMy 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.\n\nIn the interview, we discuss:\n\nThe difference in mindset between asynchronous and synchronous\n\nAdvantages and disadvantages of asynchronous management\n\nClarity and autonomy\n\nHow did the early remote-first companies develop this way of working\n\nThe rise of the introverted leader\n\nReprogramming teams to work in a different way.\n\nIssues with hybrid and the problem of distance bias\n\nFirst steps to take to become autonomous\n\nLong term implications of remote working\n\n\nListen to this podcast on Apple Podcasts.