Reclaiming the Lost Lessons of Childhood to be Better Leaders
September 2024 Issue
Dilan Gomih, Founder of Dilagence, Harvard Business School ‘19
“The energy of youth is the greatest source of joy.” - Aristotle
Could it be that society overlooks the importance of this lesson for today’s leaders? Absolutely.
As the world becomes increasingly complex, leaders in all spheres of the workforce have immense pressure to operate at peak cognitive performance, drive innovation, and execute against bigger and bolder visions. The weight of this responsibility certainly takes a toll. It’s no wonder nearly half of US workers feel drained in 2024.
To put it another way, nearly half of all workers suffer from an insufficiency of joy. And as Aristotle observed in fourth-century BC, joy derives from the energy of youth. It is not necessarily the environment of our college, business school, or management coursework—but rather, a much more unexpected environment: the playground.
Witness any group of children in a park or school playground. As children run around playing hide and seek, inventing new games using nature around them, and fearlessly climbing, jumping, and falling, the productive outcomes of these activities are too often missed; children are improving their mental performance, boosting creativity, and building risk tolerance—all of which are critical traits to succeed at school, the workplace, and beyond.
Why are these outcomes so often overlooked? Perhaps because they are accompanied by laughter and smiles, which adults tend to associate with leisure rather than serious development. Clinicians, however, know this is far from the truth. In field experiments, scholars consistently prove that play crucially underpins healthy child development across social and cognitive levels. But, rather suspiciously, the 'play' literature rarely extends its findings longitudinally to effects in adulthood. In my view, this might well be because adults discount the importance of joy in the 'serious business' of the workplace.
Over time, adults disassociate joy from the ongoing process of sharpening skills that are fundamental to executive leadership function. A common interpretation of Aristotle’s wisdom above is that it only applies to childhood. However, “the energy of youth” is not simply the feeling of vitality enjoyed by younger people. On the contrary: what Aristotle meant by “the energy of youth” is the way by which young people approach the world—that is, with intense curiosity, fearlessness in the face of failure, and imagination unbound by the seeming limitations of the present. These skills, in other words, are the antecedents of joy, ones that we should continually draw upon to become better, more joyful leaders.
I work with leading global institutions and their executives to develop and implement organizational strategies that operationalize well-being as a key driver of performance. Research supports the power of reclaiming three critical joys of childhood for leaders to better manage themselves, their workplaces, and their overall well-being. These include:
The Power of Movement
The Power of Unstructured Time
The Power of Fearlessness
By taking simple, practical approaches to harnessing these lessons from youth, leaders can better manage an ever-evolving, dynamic business landscape.
Power of Movement
When remembering childhood recess, we often reflect on its happiness outcomes rather than its executive function outcomes (e.g., reasoning, problem solving). Yet without question, these recess breaks are the foundation of the first fundamental youth lesson to reclaim: Movement makes your mind better. The brain’s prefrontal cortex (PFC), the critical region of our brain that drives executive function, attention, working memory, and decision-making, benefits deeply from movement.
The psychologist Chuck Hillman powerfully demonstrated this by measuring and analyzing brain activity in students after they engaged in two different conditions: sitting for 20 minutes and walking for 20 minutes. His study showed that after walking, the brain regions associated with cognitive functions showed increased activity, whereas after sitting, activity was reduced. Bottom line: the brain benefits from even short bursts of physical activity.
Simplistically, here's what is happening: Moving improves blood circulation, which enhances oxygen delivery to the brain. The brain depends on oxygen to function efficiently. But this neurobiological process goes deeper than just oxygen flow. Neuroscientists have shown that physical activity stimulates multiple regions of the brain, including those involved in cognition and emotion regulation.
For example, physical activity reduces activity in the ventrolateral prefrontal cortex (VLPFC). This region of the brain is the region partly responsible for negative affect and rumination, key markers in clinical depression. When we engage in physical movement, especially cardiovascular exercise, the brain "clears out" the VLPFC, leaving less room for negative rumination. This frees up cognitive capacity for more productive thought patterns, including creative problem-solving and focus on future-oriented tasks. In short, movement doesn't just improve thinking—it refines what we think about, by reducing unproductive, negative thought cycles.
Small wonder that philosopher Søren Kierkegaard stated that he “walked himself into his best thoughts.” It is quite likely that he flushed his VLPFC of its negative rumination tendencies, giving him ample opportunity to think his best thoughts. In fact, creative output can improve as much as 60% from simply walking on a treadmill (or outside, in Kierkegaard’s case).
The critical takeaway is that even if we don’t have a scheduled recess, it doesn’t change how important it is for peak everyday cognitive performance. It arguably becomes even more important. In fact, if you are a leader in the workforce who is responsible for strategic thinking, you have a business justification—indeed, perhaps a moral duty—to get moving during the day. Whether someone exercises or not, harnessing the power of movement during those critical 10-12 hours the average worker spends sitting is a great decision for short-term productivity and overall longevity as we work and live longer. Moreover, as mental health continues to grow as a source of cost and concern in the workplace, movement is proven to serve as an effective tool to combat stress, anxiety, and depression.
Yet considering how vital movement is for our productivity as adults, according to WHO, a staggering 1.8 billion adults worldwide aren't getting enough physical activity. The most common and understandable reasons I hear in my organizational work are: "I don't have time," "Movement feels indulgent," or simply, "I don't like it."
However, I also hear sentiments along these lines: “I always feel better when I take a walk in between meetings,” or “I went to get coffee and sat down with a fresh pair of eyes.”
What these two lines of thinking underscore are that many people think that physical activity must look a certain way for it to be effective. A long run, a heavy lift, a tough bootcamp class.
In reality, embracing the basics of what we enjoyed as children in and of itself is enough to unlock better outcomes. Physical activity in its most basic definition is any voluntary movement that engages the muscles.
Thus, a fairly simple step is considering enjoyable activities and partnering it with workday activities. Just as children take their recess during the school day, “adult recess” can power the workday, whether it be walking, dancing, playing basketball, or something else. Being enjoyable doesn’t make it less effective—in fact, it increases the likelihood of regular integration.
Here are practical approaches to reclaiming the power of movement into everyday life as a leader:
Take a walk with a coworker.
Get coffee with your mentor/mentee.
Put a basketball hoop behind the office door and take a shot after a call.
Make at least one meeting a walking meeting.
Take the stairs.
Park a little farther away from the office or get off the subway one earlier stop.
After every call, stand up, stretch, or do a series of squats.
In short, engaging in regular “recess” is not about childhood nostalgia. It is a strategic approach to enhance productivity and well-being in the workplace.
Power of Unstructured Time
"Boredom is your window... Once this window opens, don't try to shut it; on the contrary, throw it wide open. - Joseph Brodsky
Where can you find pirates in jungles, dragons in castles, and superheroes in deserts, all peacefully coexisting in a kingdom in which every ailment is cured with a simple band-aid? You won’t find this universe in the real world—but a child could certainly dream it up. Give a child a few hours to do nothing outside, and there’s no limit to what their mind can create. The second lesson worth reclaiming is the power of unstructured time. Empty space serves as fertile ground for innovation to grow.
Research highlights that open-ended, exploratory activities stimulate childhood creativity, particularly when conducted outdoors. Interestingly, children don’t often need adults to foster their creative thinking—it’s a natural, almost instinctual process baked into our genetics. When kids engage in unstructured play, they inherently think creatively all on their own. Boredom, in fact, becomes a boon for creativity. In those moments of downtime, children are more likely to invent games, solve problems, and express emotions in unique ways. This natural inclination supports the development of problem-solving skills, emotional expression, and innovative thinking, laying the groundwork for these traits to thrive in higher education and, eventually, in the workplace. However, as adults, we tend to resist boredom, often filling our time with superfluous activity, which can thwart our child-like instinct for creativity.
A manager's fundamental role is to set a vision, determine goals, and illuminate the path for their teammates to succeed. This requires making time for innovative thinking. However, while using free time to be creative is often seen as a reflection of a happy, well-developed childhood, this perception doesn’t necessarily carry over into adulthood for a critical reason.
It is this: In a world full of busyness and face-time culture, the concept of doing less is typically perceived to be time wasted; indulgent at best, and laziness at worst. As John Morley put it, “Boredom is a disease, and the cure is work; pleasure is only a palliative.” This view reflects a broader cultural belief that idleness is inherently negative. In fact, this sentiment has stood the test of time, as even biblical texts hint at it. Consider Proverbs 16:27: “Idle hands are the devil’s workshop.”
As a result, adults try to plan every minute of every day, fearing idleness. The measurement of success becomes “how busy are you?,” when the question should be “how productive are you?” The answers to these questions aren’t the same. Though research continually highlights that leisure time and even time-bound boredom serve as a powerful boon to workplace productivity, the stigma of downtime maintains a powerful hold on the workplace mindset. Even the pressure to appear busy can lead to burnout. It is perhaps for this reason almost half of US workers don’t take all their PTO and why even Olympic athletes get asked, “What’s next?” after winning gold.
Yet cultural examples persist that highlight how free time ignites creativity. When reflecting upon developing the idea for Hamilton, the internationally recognized broadway blockbuster, Lin-Manuel Miranda stated, “It's no accident that the best idea I've ever had in my life—perhaps maybe the best one I'll ever have in my life—came to me on vacation." Albert Einstein formulated the theory of relativity during a period of contemplation. Agatha Christie often wrote her famous mystery novels during her quiet moments of reflection. Steve Jobs led Apple to a breakthrough new era after a sabbatical.
As burnout rates continue to increase in the workplace, now more than ever is a critical time to amplify the concept of making space for unstructured time as a strategy for high performance.
Here are practical approaches to reclaiming the power of unstructured time into everyday life as a leader.
Find Time for Phone-Free Walks: Aim to take a 10-15 minute phone-free walk 2-3 times during the work week.
Schedule Time for Reflection: Allocate regular time for reflection and strategic thinking. This could be a weekly or bi-weekly session where you review progress, set new goals, and explore creative ideas.
Don’t use this time for administrative tasks (emailing, scheduling).
Avoid Checking the Phone First Thing: Resist the urge to check your phone for the first 2-3 minutes of the workday. Use this time to create your schedule or engage in a brief mindfulness exercise to start the day with focus and clarity.
Engage in a Hobby or Personal Project: Dedicate at least 30 minutes each week to a personal hobby or project.
Use Focus Mode on Your Smartphone: Beyond “Do Not Disturb,” users can program specific modes to control which notifications are seen by day, time, and app.
Pulling back is actually a strategy for jumping forward. Reclaiming the power of free time equips leaders to harness the power of innovative thinking.
Power of Fearlessness
“The greatest glory in living lies not in never falling, but in rising every time we fall.” - Nelson Mandela
The only constant is change. Leaders must navigate the uncertainty that comes with new opportunities, along with the risks, failures, and successes they entail. The third lesson to reclaim from childhood is the power of fearlessness.
Consider the concept of a backflip. A backflip involves launching the body backward into the air, with both feet leaving the ground, and trusting that it will land safely and upright. Simply stated, it is a risk. There are certainly reasons it is physically easier to learn how to flip in childhood and adolescence. However, also consider the differences in mindset between youth and adulthood.
The Youth Mindset goes as follows: The child approaches the new experience with enthusiasm and minimal concern for risks, focusing on the excitement of the outcome. Their thoughts might be: “This looks fun! I want to flip. Can I do it now? I want to flip!” Even after a fall, their response often remains positive: “I want to go again! I want to flip!”
In contrast, the adult’s mentality is usually marked by heightened awareness of potential risks and consequences.
Here’s the Adult Mindset: “I’m going to break a leg, and not in a good way. Why am I doing this? Would my health insurance cover it if I break something? I probably shouldn’t do this.” After a fall, these concerns tend to compound, potentially inhibiting their willingness to attempt bold actions again.
While it’s natural for adults to fear attempting a literal backflip, this exercise offers a useful metaphor for understanding fearfulness in the adult psyche. Fear—much like our instinct to avoid negative emotions—operates on an avoidance framework. Negative emotions prompt us to avoid threatening stimuli that might cause harm. Similarly, when faced with challenges at work, our instinctive response is often to avoid them, just as we would shy away from the intimidating prospect of a backflip. This avoidance, though protective, can prevent growth and progress.
A better solution is to approach. At the foundation of fearlessness lies grit—the passion and perseverance for long-term goals—and a growth mindset, which is the understanding that talent and capacity can increase over time. Research suggests children naturally embody both grit and a growth mindset, allowing them to approach challenges, such as learning to backflip (literally or metaphorically), with resilience and persistence.
There are understandable reasons why this innate fearlessness may diminish over time, making risk-taking in the workplace and beyond more challenging:
Lack of Psychological Safety: As Amy Edmondson’s research highlights, when workers don’t feel psychologically safe enough to express ideas or voice concerns, they take fewer interpersonal risks out of fear of repercussions. This can hamper team productivity and overall organizational health.
Fear of Perception and Uncertainty: According to a McKinsey poll, 85% of executives agreed that fear held back innovative efforts “often or always” in their organizations due to concerns about failure or criticism.
Social Consequences: For both younger and older adults, failure can have a negative impact on self-esteem.
But we needn’t be paralyzed by the above reasons. Here are practical approaches to reclaiming the power of fearlessness into everyday life as a leader.
Practice Risk-Taking: As Eleanor Roosevelt famously said, “Do one thing every day that scares you.” By regularly stepping out of your comfort zone, you build resilience and diminish the fear of taking risks.
Remember Past Successes: Regularly document and revisit your past achievements. This practice reinforces the idea that taking risks can lead to positive outcomes, boosting your confidence for future challenges.
Play: Engage in activities that spark creativity and joy without the pressure of success.
Seek Feedback: Regularly ask for constructive feedback. It helps to normalize vulnerability and reinforces that making mistakes is a part of growth, not something to fear.
Carpe Diem. By reclaiming the power of fearlessness, leaders can prevent the burden of regret and embrace opportunities with confidence and courage.
Think Big
Aristotle once said, “Good habits formed at youth make all the difference,” and nearly 40 years after its release, the film Big continues to demonstrate just how true these words are. When Josh, the 13-year-old protagonist, magically assumes the body of a 30-year-old, it’s his youthful mindset that leads him to success in ways adults often overlook. Whether it's getting his boss to engage through playful movement, inventing new toys in moments of boredom, or fearlessly pitching bold ideas, the “energy of youth” proves to be a powerful asset in the corporate world.
By the end of the film, Josh longs to return to his 13-year-old self, disillusioned by the rigid, joyless routines of adulthood. His journey serves as a reminder that the inflexibility and loss of creativity in the corporate world can stifle growth, innovation, and well-being.
The lesson for leaders? There doesn't need to be a tradeoff between joy and success. In fact, embracing the power of movement, boredom, and fearlessness can fuel high performance. By reclaiming these childhood habits, we not only enhance our own effectiveness but also create environments that foster creativity, resilience, and joy—for ourselves and those we lead.
Contributing editor: Bryce Fuemmeler, Senior Research Associate, Leadership & Happiness Laboratory