Practicing the art of slowing down

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I’m in a season of work right now where I'm not busy, and it's honestly the first time in about 2 years where I'm not firefighting. I don't know what to do with myself to the point where I begin questioning my self-worth. Sound dramatic? Perhaps, but I know I'm not alone here.

As a result, I'm being very intentional about practicing the art of slowing down. In other words, I'm focusing on optimizing my day versus maximizing my day.

If you're finding yourself in a similar season, here are some approaches I'm applying to my workday.

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Embrace deep work sessions. Instead of trying to fill every moment with activity, I'm scheduling focused blocks for complex problems I previously rushed through. When you're constantly firefighting, you develop a habit of finding quick solutions. Now, I'm taking time to explore better, more sustainable approaches. Yesterday I spent two hours wrapping my head around the idea of a business technology maturity model and how it relates to Maslow’s Hierarchy of Needs. The slower pace allows me to make truly rough drafts and test my own knowledge.

Build your learning foundation. During high-intensity periods, learning becomes purely reactive – you learn just enough to solve the immediate problem. In slower seasons, you can build a stronger knowledge foundation. I'm revisiting fundamental concepts I rushed past earlier in my career. Understanding these basics more deeply helps me make better architectural decisions and mentor others more effectively. My deep work session directly applied to my understanding of enterprise businesses.

Strengthen professional relationships. When we're overwhelmed, relationships often become transactional—we interact only when we need something. I'm using this quieter time to have deeper conversations with colleagues, understanding their challenges and aspirations beyond immediate tasks. These conversations build trust and context that prove invaluable when things get busy again. It’s a great opportunity for you to connect with someone you don’t typically work with.

Practice strategic thinking. Constant firefighting forces us into reactive mode. Now, I'm dedicating time to think about where our industry is heading and how our team should position itself. This isn't about creating more work—it's about ensuring the work we do matters more. I've started keeping a "future thoughts" document where I record observations and ideas without immediately acting on them. (As someone who tends to immediately act, this is challenging!)

Invest in process improvement. When you're underwater, you don't have time to fix broken processes—you just work around them. During slower periods, you can step back and address systemic issues. I'm documenting pain points I noticed over the past few quarters and I’m putting together a plan to address them. This isn't busy work; it's preventing future fires.

Remember: Productivity isn't just about output. Sometimes the most productive thing you can do is slow down, think deeply, and prepare for what's ahead. Your worth isn't measured by how busy you appear – it's measured by the value you create over time.

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