Have you been working on a large, challenging, long-term undertaking? Perhaps a startup, or a large corporate project?
You are probably going to find that there are up-times and down-times. Ebbs and flows.
There will be stretches of time during which you’re fully engaged and “in-flow”, i.e. you’re spending multiple hours of a day, perhaps 6 or even 8, and those times are fully engaging you, and you’re using most of your mental and physical capacities, and you’re engaged in the immediate problem at hand.
But you will also probably notice that there are downtimes. These will vary in length and frequency, according to the nature and kind of work, the industry you’re in, etc. For example, some industries are seasonal. Some corporations have periods where people are away on holiday at certain times of the year. Some consulting relationships go through periods of less direct contact/communication with the client.
These “down” periods could go for months or weeks at a time, or parts of the week (e.g. weekdays vs. weekends), or parts of the day (e.g. morning vs. afternoon).
It can be helpful to notice these downtimes and to spot the patterns in them. This is because, during these downtimes, you can perform activities, mental or otherwise, which are better suited to downtime. Activities which would be more difficult to do during “uptime”.
During uptime, you’re in a more “reactive” move, responding rapidly to events and situations as they occur. Whereas during downtime, you can do more of what I call “slow thinking”.
By “slow thinking” I’m referring to things such as strategic thinking or long-term planning. Taking a step back and thinking about the bigger picture. Asking what you’re trying to do. What are the broad goals? Are my day-to-day actions (when I’m in “uptime”) appropriately focused on, and contributing to, those goals? And, heck, am I enjoying myself? Is this sustainable over the long term? Are there strategic changes or tweaks I could be making? For example, could I be taking my effort in one domain and applying it to a different market, where it’s more sought-after or more valuable, or applying it to an additional market, so that I can increase my customer-base?
Using down-time in this way may not only be beneficial – it may be critical. It may only be in those slower contemplative moments that you identify a major problem or issue or risk to what you’re doing, that otherwise would have gone un-noticed in the hustle and bustle of “getting stuff done”. So it can be important to pull yourself out of up-time, if needed, and deliberately move into down-time, to give yourself a proper chance to have insights you wouldn’t have otherwise had the time and space to have.
The down-time can function as a kind of rehearsal for up-time, because, during down-time, you are preparing ahead-of-time for the decisions you’ll need to make and the actions you’ll need to perform when you’re back in up-time again.
During down-time I recommend putting yourself in spaces and doing things that mentally relax and inspire you. Perhaps visiting a calm and peaceful place such as a park or a camping site. Perhaps walking or exercising. And giving your mind a chance to “tick over” everything. Everyone has a different way and you might have your own way of creating a space. But whichever way you choose, it should give your mind freedom to contemplate, wander, retrospect, revisit and then be strategic about the future and the next steps.