Ep. 285 - Liam Martin, Author of Running Remote on Succeeding with Asynchronous and Remote Work

Inside Outside

On this week's episode of Inside Outside Innovation, we sit down with Liam Martin, author of the new book Running Remote: Running Remote: Master the Lessons from the World’s Most Successful Remote-Work Pioneers. Liam and I discuss the challenges and opportunities of the new world of asynchronous and remote work. And what employees, managers, and leaders can do to be more productive and thrive in the new and changing environment. Let's get started.

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Interview Transcript with Liam Martin, Author of Running Remote

Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today, we have Liam Martin. He's the author of Running Remote, which is a new book. He's also a serial entrepreneur. Runs Time Doctor and Staff.com. And he's also a co-founder and co-organizer of the world's largest remote work conference called Running Remote, which is coming up here soon. So welcome to the show, Liam.

Liam Martin: Thanks for having me. I'm very excited to get into this.

Brian Ardinger: As everyone has found out, it's a topic that's become a lot more on people's radar. In 2020, I think if you started before that talking remote work, you're talking about nomad life and they were the folks that were doing it, but it wasn't necessarily mainstream.

Now we're in this world where everybody's had some taste of remote work. You know, they've been working from their basement or someplace along the line. What are people getting, right. And what are people getting wrong when it comes to remote work? Now that everybody's been plunged into this deep end.

Liam Martin: Oh, that's a great question. January of 2020, 4.5% of the U S workforce was working remotely. March of 2020, 45 % of the US workforce was working remotely. And we're projected to effectively, as we moved from pandemic to endemic, be at about 30% of the US workforce working remotely. And if you make more than a hundred thousand dollars a year, that number is 75% of the workforce.

So, we're talking about a transition that is probably the most influential transition towards work since the industrial revolution. But the industrial revolution took about 80 years, and we did it in March. So, a complete change of the way that people work. And when people made that transition, I was getting crazy calls because I've been doing remote for almost 20 years.

I was getting all these calls from governments and from multinational corporations. And I lovingly call these people Pandemic Panicers. The people that were just like, okay, we're going to go remote at gunpoint. Right. We have no choice other than to go remote. And the biggest thing that people really get right, is number one, just allowing people to make that transition and putting away the fears that they classically had before that occurred.

And that was a really interesting opportunity for the market, because for me, I mean, I think I call myself like a fundamentalist remote worker. I'm really committed towards remote work because I think it actually makes everyone's lives significantly easier. Not only the employee, but the employer.

But when you saw this transition, people just said, okay, you know, we're going to try this out. We're going to see if it happens. I think a lot of people said, this is probably only going to be two months, it ended up being two and a half years. But the reality is that when everyone made that switch, it was putting away those fears. That was probably one of the best things that people could have done.

People did almost everything else wrong, unfortunately. And that's actually the goal of the book is to be able to, to make that shift. But the core piece that I would probably touch on. The most important thing that people don't recognize is there is an entire industry of people called Remote First Organizations. I was one of them. We have people in 43 different countries all over the world.

We do not have an office. And these people work all over planet earth, different cultures, different identities, and we all seem to get along together. The reason why we do that is because something that I researched or I came across basically during the book, which we call asynchronous management. Which is basically the capability to be able to run a business without speaking to anyone face-to-face.

So think about it in this context. You've got a company you want to be able to build out a massive company like Coinbase, as an example. Coinbase IPO'd at $141 billion. They entered number 89 on the S & P 500. And for the first time in the history of the SEC, they stated that their headquarters was nowhere because they said everything else would be a lie. And the vast majority of the communication is asynchronous. Meaning they don't do Zoom calls. They don't meet in person. The company basically just evolves on its own. And there's a bunch of mechanics that kind of connect to that, which I talk about at length in the book.

Brian Ardinger: What's the first topic that people ask you about or pick your brain about when it comes to remote working. Like where do people naturally go to that they need help with?

Liam Martin: You're hitting all my buttons, Brian. All right. So, the first question that people ask me is, should we be using Zoom or Google Meet, or should we be using Asana or should we be using Monday.com. Or Trello or whatever it might be. And my response at this point, Is, if you're asking those questions, you don't actually know what your problem is.

So fundamentally, the tools that we're going to use are not actually the way to be able to manage remote workers. That's an excellent way to be able to recreate the office. But when everyone's working from home and working remotely, it's actually a completely different way of managing people. So, I say as an example, just to kind of give you facts on the ground.

I meet with my direct reports about two hours a week. I literally have synchronous conversations with my company, two hours per week. The other, you know, I probably work about 50 hours a week. The other 48 hours of that workweek, I work asynchronously. And so does everyone else inside of the organization.

The actual systems, the platform, the process documents, those things are the manager. And we really focus on leadership, instead of management inside of these teams.

Brian Ardinger: That's an excellent point because I think a lot of people, again, like you say, they gravitate towards the tools. And the tools will obviously are getting quite good and much better than they were 8, 10 years ago when you probably started this. And things like even Google Docs were a little bit janky at the time. But when it comes to leadership. When it comes to putting the culture in place, what are some of the pitfalls that most people fall into when ...