One of the core aspects of making async work is being great at handoff.
Handoff could mean sharing a product spec with an engineer or sharing decisions between the leadership team.
🧵 with core tips on how to become better at it.
Follow the Inverted Pyramid
Start with the most important piece of information in any handoff, so readers can get the main point whether they read the whole document. nngroup.com/articles/inver…
When onboarding new people to a project, provide them with full context and clean specs.
There's nothing worse than being onboarded and having to hunt down the context and details across various mediums (e.g., documents, threads, Github PRs, or Figma comments).
Summarize meetings in notes
In meeting notes, start with the main points and then include details on how they were reached. Make sure these notes are accessible and affected people are looped in.
Don't be the person that sends somebody a link to a document they can't access. In an organization, it's best to share by default with the whole organization. Sensitive documents should be the exception and not the rule.
Become a better writer
A core way to improve the handoff is to write and communicate better. Apart from this, “Writing is a tool for thinking.”
A way to improve handoff is simply to do less of it! You can reduce team sizes and empower individuals via the DRI principle. about.gitlab.com/handbook/peopl…
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Over 1 billion knowledge workers across the globe are tasked with some of society's most supercritical work, yet their time and precious mental energy are wasted on busywork. The status quo work environment is ineffective, toxic, and a massive problem for humanity.
🧵 Some stats
Knowledge workers spend up to 50% of their time in meetings. That's 130 workdays per year. The yearly cost of unproductive meetings is estimated to $399bn in the US and $58bn in the UK (and who knows how much globally).
6 years into our journey with Twist, most companies would’ve quit. Radically changing the way people work is a hard battle. But we’re not afraid.
Today, we’re doubling down on our bet against status-quo and launching a new Twist.
🧵 A thread about our biggest gamble yet:
1/ The backstory: As a fully remote team, @doist used Slack in 2015. It was fun, but the honeymoon with real-time chat didn't last. We spanned 10 time zones and needed an async tool to work. So we built one, quit Slack cold turkey, and never looked back. blog.doist.com/betting-agains…
2/ The first version of Twist was thread-centric and async, and it allowed us to collaborate across time zones as our team grew. We were (and still are) convinced that we built the best communication tool for remote and forward-thinking teams. Then ... COVID hit.
🧵 Crypto and blockchain might revolutionize not only money and value but also corporations. Here are some thoughts on how Corporations 2.0 (Corps 2.0) might look like.
0/6
1/ The Dutch showed in the 17th century that you could build a corporation that could be more powerful than many nations at that time. It was a revolutionary concept.
2/ The Dutch were a tiny country in Europe, and the invention of corporations and stocks gave them a substantial competitive advantage over much larger and more powerful nations.
0/ 🧵 The tools shape us, and we shape them. The incentives for tech products in both the personal and work environment are awful. Products are not optimized towards your well-being but for corporate gain and growth.
1/ The Social Dilemma explores the personal environment and the dangerous human impact of social networking. Our work environment isn't a lot better. netflix.com/us-en/title/81…
2/ An example, Slack boasts of how their users spend 9+ hours per workday connected to the app. If they cared about your well-being, they would focus on getting you to spend as little time as possible inside their app. slack.com/intl/en-es/blo…
0/ 🧵 At Doist, we have for 10+ years competed against Google, Microsoft, and Apple in the hyper-competitive market of todo apps. Some thoughts follow on how you can compete against trillion-dollar Goliaths.
I'll start with examples, and end with core principles.
1/ Some examples of companies that have successfully done it:
đź“ą Zoom built a $50bn+ company in a market where the Goliaths have operated for years.
🎧 Spotify built a $50bn+ company and a market leader in music as they competed head-on against Apple and Google.
2/ Some more examples:
đź—‚ Dropbox built a $10bn company even when Goliaths are preinstalling their solutions with their operative systems.
đź›’ Shopify built a $100bn+ company in an e-commerce market dominated by Amazon.
0/ 🧵 How can a small team get work done in the best possible way? At Doist, we have been at this for many years, and we have learned things the hard way. Here are some of the core lessons 👇
1/ 🔮 The team needs to have a clear vision of what they need to build with a well-defined problem and a solution space — before they start working on it.
2/ ⏳ Teams should work within an allotted time budget. Implement X the best way possible in Y amount of time. Working without constraints results in massive delays and scope creep because great people tend to go for “perfect” solutions.