“Deep work is so important that we might consider it, to use the phrasing of business writer Eric Barker, ‘the superpower of the 21st century’.” - Cal Newport

As a leader, aim to create a team environment, where everyone’s in a state of flow, every day at work. They get to do complex, but interesting work that keeps them at the edge of their capabilities. When people get to do deep work regularly, they learn from every task. They improve their skills and your organisation is richer for that experience.

Conversely, shallow work dulls your mental capacity. Too many of these undemanding, logistical tasks can mean that people don’t get to do meaningful work. Worse, Cal Newport argues that such work permanently reduces people’s ability to do deep work. Shallow work goes well with interruptions. Deep work benefits from the four superpowers of async agile.

1. Writing

2. Distraction blocking

3. Reading and comprehension

4. Working independently

Think about how your culture will value and promote deep work. How will each of your colleagues contribute to such a work environment? How will you discourage behaviours that go against the philosophy of deep work?