this philosophy rejects busyness, seeing overload as an obstacle to producing results that matter, not a badge of pride. It also posits that professional efforts should unfold at a more varied and humane pace, with hard periods counterbalanced by relaxation at many different timescales, and that a focus on impressive quality, not performative

“There’s a time for work, and there’s a time for not having work,” he said, but today, for most people, “the problem is that we don’t have time. Time, and reflection, and a bit of rest to help us make better decisions. So, just by creating that opportunity, the quality of what I do, of what the staff does, improves.” Andrew followed his own advice.

A slower approach to work is not only feasible, but is likely superior to the ad hoc pseudo-productivity that dictates the professional lives of so many today.

Zuiker’s efforts point toward a definition of meaningful and valuable work that doesn’t require a frenetic busyness. Its magic instead becomes apparent at longer timescales, emanating from a pace that seems, in comparison with the relentless demands of high-tech pseudo-productivity, to be, for lack of a better word, almost slow.