Cool Down

When I first heard about and then researched the Slow movement, the various aspects of my persona—the engineer, the industrial psychologist, the teacher, the business owner, the parent—all demanded to know whether the concepts as described by the Slow movement’s aficionados could be accepted in any form by the speed-loving, debt-plagued citizens of the Western world.

I have attempted to answer yes—we must adopt the principles of slow if we are to remain competitive, employable, and healthy, both collectively and, more importantly, as individuals. I have met many people who have already successfully adopted and adapted the principles of slow into their lives. They have shown me how they’ve been able to communicate better with their teams, close more sales, delegate, influence, become more creative, sleep better, eat better, maintain a healthy weight, connect with their families, expand their circle of friends and business acquaintances, build their career safety net, enjoy a balanced life, and much, much more, simply by introducing cool down concepts in careful increments; by planning carefully, communicating clearly, and encouraging a greater amount of human-to-human intellectual and emotional contact.

Whenever I question my legitimacy as a writer and a time management expert as to whether I have the right to say the things I say in this book, I think of my colleague, the world traveller, whose daughter didn’t know him. I think of the lawyer who had had no life, and I think of all the other people I have met who would admit, if pressed, that perhaps, yes, they’ve let the harness stay on longer than it ought.