Why your brain needs downtime to outthink your competition
Think of your creativity like a high-performance garden: If you focus only on the visible harvest (outputs) and never allow the soil to lie fallow (liminal space) or the bees to roam freely (play), the ground eventually becomes depleted. Boredom is the signal that the soil needs replenishing, ensuring that your next season of work is a flourish rather than a struggle.
In our current “busyness addiction,” we have come to glorify the hustle, over-indexing on output while neglecting the very well-being that fuels it. We treat leisure and rest like guilty pleasures rather than sacred pauses. Yet the truth of the Imagination Era is this: Our best work often happens when we are not visibly working. To flourish in a world of ubiquitous technology and unprecedented burnout, we must stop grinding and start cultivating what I call the “sexy bits” of productivity: boredom, play, and the magical in-between of liminal space.
Boredom: An Invitation to Create
We often reprimand ourselves for feeling bored, yet boredom is not a behavior to repress, it’s an invitation. It serves as a neurological cue to find new sources of stimulation. When we allow ourselves to be bored rather than reach for a digital distraction, we activate the brain’s default mode network (DMN), the “meaning-making” part of the brain that connects dots, finds patterns, and synthesizes information when we are not laser-focused on external tasks. It acts like a “washing machine” for our ideas, taking deeply felt information and making sense of it.
By viewing boredom as a trigger for curiosity, we move away from a mechanical “1 + 1 = 2” productivity mindset toward one of cultivation, where we value what is evolving in the dormant, invisible realm.
Consider the following sobering insights from neuroscience and workplace research.
“Mind-wandering” is your competitive advantage. While we spend 47% of our waking hours thinking about something other than what we are currently doing, mind-wandering isn’t a distraction. It’s a survival mechanism that, when channeled, aids in “aha” moments for problem-solving. Daydreaming is scientifically linked to an increase in alpha waves in the brain’s frontal cortex, a pattern directly associated with enhanced divergent thinking and creativity.
Yet we’re suppressing it relentlessly. Here’s where it gets urgent: According to a November 2023 Linearity blog post, 80% of people believe that unlocking creativity is critical to economic growth. Yet 75% of respondents in a Thrive My Way study reported being pressured to be “productive” (output-oriented) rather than creative at work. We’re systematically shutting down the very neural pathways that drive innovation.
Here’s something you could do to carve out time for creativity at work: Institute “thinking hours” in your calendar, protected time (even just 30 minutes daily) where team members are encouraged to step away from their screens with no agenda. A 2021 study by Tork found that 9 out of 10 employees reported being more likely to stay at a company where management encouraged taking breaks. That’s not wellness theater; that’s a retention strategy with a 90% success rate.
So position this carved-out time explicitly as creative work, not procrastination. Measure the impact on idea generation in your next sprint or project cycle.
The Power of Play and Meta-Cognition
To navigate today’s complex systems, we must reintroduce play, which toy designer Brendan Boyle defines simply as “engagement.” The opposite of play isn’t work; the opposite of play is boredom. Integrating play at work, whether through prototyping rough draft mock-ups or gamifying meetings, boosts morale and stimulates critical executive leadership skills like empathy, negotiation, and the ability to improvise.
This playful mindset is enhanced by meta-cognition: the practice of thinking about one’s own thinking. By engaging in what I call “backcasting” (reflecting on past experiences to make sense of skills acquired) we build an “inventory of courage.” This self-inquiry allows us to recognize that our pains plus our gains equal our assets, providing the firm foundation needed to leap into the unknown.
The data on this is striking, and it challenges everything we think we know about efficiency.
That same research by Thrive My Way showed that creativity training delivers a 350% return on engagement. Groups trained in creativity tools and principles generated 350% as many ideas—and those ideas were 415% more original—than those from untrained groups. This isn’t a soft-skill metric. This is innovation measured in the ideas that move your business forward.
But we’re facing an engagement crisis. As of 2024, only 20% of employees are engaged, marking the lowest level of employee engagement ever recorded. We’re grinding harder while our teams check out. The correlation is clear: We’ve optimized engagement out of work entirely.
You can avert an engagement crisis at your own company by launching a “play audit” in your next strategy session. Identify two nonnegotiable meetings per month that will be redesigned around play. Those could be improv exercises, Lego Serious Play, or physical problem-solving. Track engagement scores and idea quality before and after. You’ll likely find that the most serious strategic challenges get solved when your team stops taking them so seriously.
Engaging the Liminal Space Amid Distraction
We live in an age of “stolen focus,” where the average knowledge worker now switches tasks every 47 seconds. The shift is staggering: In 2004, the average knowledge worker switched tasks every three minutes. That’s a 73% compression of attention span in less than two decades.
Research from distraction expert Gloria Mark indicates that we spend approximately 47% of our waking hours thinking about what isn’t currently happening, a type of mind-wandering often linked to unhappiness. This constant task-switching drains cognitive resources and spikes cortisol levels, creating a neurological state designed for crisis response, not creativity.
The antidote is to intentionally engage in liminal space—that transitional “betwixt and between” phase where growth happens under the surface. Liminality can be physical, like a commute, or metaphorical, like the fallow time between project cycles. Instead of filling every gap with a screen, we should embrace restorative ambiguity, where we feel expectant and at peace in the not knowing.
The financial toll of ignoring this is substantial, and something we all need to hear.
Burnout is an economic crisis masquerading as a personal problem. Workplace stress is not just a personal issue but a massive economic one, costing U.S. industries more than $300 billion annually in absenteeism, turnover, and diminished productivity. Some 71% of knowledge workers reported experiencing burnout at least once in 2020, with burned-out employees taking 60% more sick days and being 2.6 times more likely to seek a different job.
Many of us are performing productivity instead of creating it. The pressure to appear busy is pervasive, with 83% of full-time U.S. workers admitting to engaging in “performative work behaviors” (productivity theater) in the past year. Your teams aren’t actually more productive, they’re just better at looking busy while running on fumes.
Whether it’s a two-minute daydream break or a weeklong sabbatical, these pauses allow us to unburden the cognitive load on our neocortex. By valuing the dormant times as much as the growth spurts, we transform our work from a series of tasks into a progression of cultivated learning experiences. In this new operating system, rest is not a soft perk, it’s a fundamental human right and a critical tool for sustainable, innovative leadership.
Try mapping your organization’s task-switching velocity. How often are meetings scheduled back-to-back? How many channels are teams expected to monitor? Implement “no-meeting blocks,” similar to what Zapier did when it instituted a “get stuff done” week. These could be two-hour windows weekly where no meetings are scheduled. Explicitly frame these as liminal space where people can complete deep work or simply think. Monitor retention and productivity metrics over a quarter. You’ll likely see both move upward.
The Bottom Line
We stand at a crossroads. We can continue grinding our teams into burnout while generating incrementally better ideas, or we can cultivate organizations that honor boredom, play, and strategic pause as the foundations of sustainable innovation. The choice sounds simple until you realize it requires us to fundamentally redefine what “productivity” means.
The organizations that will outthink their competition in the next five years won’t be the ones that eliminated downtime. They’ll be the ones brave enough to design it in. They’ll be the leaders who understand that creativity isn’t a luxury, it’s infrastructure. And they’ll be the companies that attract and retain the best talent because they respect something far more valuable than productivity theater: the human capacity to flourish.
Your move.