The sooner a new team can norm, the sooner it delivers value to its stakeholders. This article provides a recipe for leaders of distributed teams to accelerate team norming.

It’s time to lay out the framework for change. It all starts with values and guidelines. In addition, the team needs to reflect on the work they’re doing. Motivation is no trivial matter. So in this post, we’ll also discuss a few important parameters that your team can use to judge how motivated they are with the work they’re doing and the way they organise. Consider this as a set of sensible defaults to begin your journey of change.

In the previous post, we discussed how written communication is the number one superpower when working asynchronously. In this post, I’m adding three more superpowers to the list. Think of these as a quartet of abilities that will help you and your team to supercharge your individual and collective effectiveness.

1. Distraction blocking

2. Reading and comprehension

3. Working independently

Distributed agile software development projects rely too much on synchronous communication. This not only leaves too little time for deep work, it also leads to burnout, less diverse teams and knowledge and information sharing practices that don’t scale.

Asynchronous work has the potential to transform distributed agile so it’s fun, sustainable, inclusive and scalable.