It's no coincidence that many of the world's most successful CEOs avoid meetings like the plague.

Mark Cuban will only attend a meeting or take a phone call if someone is writing him a check. Jeff Bezos meets with investors for six hours a year and refuses to attend meetings where two pizzas won't feed the entire group. And Elon Musk might have the most controversial take, saying that "meetings are what happens when people aren't working," and urging his employees to leave meetings where they're not adding value.

The Mark Cubans of the world don't avoid meetings because they don't like them. They avoid them because they see them for what they really are: costly productivity killers that take people away from work that matters.

So, how do they do it? It's not nearly as difficult as you might think. Here are two simple methods that any CEO can use to eliminate a significant number of meetings from their calendar each week. 

Switch to Asynchronous

Meetings do serve a purpose, but they come with a significant cost. Everyone has to drop what they're doing to be in the right place, at the right time, and scheduling them often involves multiple back-and-forths to find a time that works for everyone. Between the lost productivity from switching tasks and the time of the meeting itself, this means that every meeting incurs both a time and productivity cost--both of which result in a major hit to a company's bottom line.

Whether virtual or in-person, meetings fall into the category of "synchronous communication," meaning you have to communicate with people in real time. The opposite of this is asynchronous communication, which allows people to communicate on their own time. 

Asynchronous communication usually means emails, text messages, or direct messages in a tool like Slack. But one of my favorite methods is using a tool called Loom to send video recordings and screenshots. That way, my team and I can keep the face-to-face connection and we can share our screens to work through more complex topics. 

Mark Cuban says, "No meetings or phone calls unless I'm picking up a check. Everything is email," which is a pretty cutthroat, albeit practical, way to convert meetings from synchronous to asynchronous. What I do is simple: Anytime a meeting needs to be scheduled, I ask myself if it can be done asynchronously via email, Slack, or Loom.

If it can, I cancel the meeting and ask everyone to send their thoughts asynchronously. That way, everyone gets back some precious time on their calendar and we can review what would have taken place in the meeting on our own time.

Worst-case scenario? We can't get aligned asynchronously and spend 10 minutes (instead of an hour) on a call to clear things up.

Delegate Your Meetings

Elon Musk tells his employees to leave meetings if they're not adding value, which is a rule I've also implemented at my company. But why not take it a step further? Really, you shouldn't be joining meetings where you aren't going to add value--especially as the CEO.

Your time is valuable, and you have a whole team that can represent you. One of the best ways to eliminate meetings from your calendar is to simply have someone else go in your place. That's why, every Sunday, I look through my calendar for the upcoming week and seriously consider whether I need to be in each meeting or if someone on my team can handle it without me.

In many cases, I'll ask someone on my executive team to attend the meeting in my place and have them share notes or a recording with me afterward so I can get caught up at a time that's convenient for me. (As I've said before, time isn't linear!

This provides an added benefit in that I can watch the recordings (usually on 1.5 or 2x speed) and coach my team, giving them tips on how I would've handled certain situations that came up in a meeting. That way, they can improve the way they run meetings and I can feel comfortable handing off important calls to them in the future if needed.

Not only is this a great way to free up my time, but it empowers my team to take ownership and helps them learn new skills. That, in turn, improves our company culture and helps me take a step back to lead from afar.