Ilana

And so it's awful, right?

And if we had to have meetings to get something done or to make a decision, we would never be able to move at the pace that we need to move at.

So we believe that working async allows for maximum productivity and flexibility for all of our team members.

But to work async, you have to be really relentless about transparency and documentation.

So the three things that really power

async work are excellent written communication.

We always default to collaborating async in public channels and Slack, and the fact that it is public actually forces people to be really thoughtful about how they communicate with each other.

We have a bias towards action.

We don't wait for decisions to be made.

We move forward with the best information that we have and we pivot when we need to.

Then autonomy and trust, I think these are really key to honestly any healthy company.

But because we screen for our values and we hire based on values, we trust people to deliver on outcomes and we trust them to work autonomously.

Now, async doesn't mean that we never have meetings.

But our goal is to actually avoid meetings as much as possible.

And our CEO will even call us out if he thinks we're having too many meetings.

And he asks us all the time to kill meetings.

So when a meeting is called for, however, we do strive to practice really good meeting etiquette.

And I think this is a discipline, and it's an important one.

So there's always an agenda.

Maybe there's a pre-read that's shared out the day before.