Asynchronous communication is not an excuse to avoid meetings but a way to reduce meetings, interruptions, [[Democratic decision making via proposals|democratise decision making]] and forming a [[Organizational Memory|organizational memory]]. 1. If something is not written, it does not exist. 2. Meetings are a last resort, not the first option 3. Internal communication based on long-form writing, rather than a verbal tradition of meetings, speaking and chatting lead to a **welcomed reduction meetings,video conferences, calls** or other real-time opportunities **to interrup or be interrupted**. 4. Speaking only helps who's in the room, writing helps everyone. This includes people who couldn’t make it, or future employees who join years from now. Check [[Organizational Memory]] for more. 5. 5 people in a room for an hour isn't a one hour meeting, it is a five hour work. 6. Where you put something, and what you call it, matters. When titling something, lead with the most important information. 7. Write or share what you have written at the right time. Sharing something at 5pm may keep someone at work longer, or it becomes postponed to be read only never to be read. 8. Ask if things are clear. Ask what you left out. Ask if there was anything someone was expecting that you didn’t cover. Address the gaps before they widen with time. [Here is a great article on better asynchronous communication from 37 Signals if you would like to read further](https://37signals.com/how-we-communicate)