Boost Your Focus with Cognitive Gears

Cathie Leimbach • October 14, 2025

In his book, Regenerative Performance, author James Hewitt suggests thinking about your brainpower using the idea of cognitive gears. This simple idea can help you manage your energy and get more done without burning out. Just like a car, your mind has different gears: high, middle, and low. Learning to switch between them is key to working smarter.


Understanding the Gears


The high gear is for your toughest, most important work—the stuff that needs all your focus, like solving a hard problem or writing a detailed report. Use this gear when you have lots of energy and can block out all distractions. It's powerful, but you can’t stay in it for long; it drains your energy quickly.



The middle gear is your everyday speed. Think of it as "autopilot" for tasks that need less intense focus, such as checking emails, attending routine meetings, or working on familiar projects. You can stay in this gear for longer stretches, and it's where most of your day-to-day work happens.


The low gear is for recovery and maintenance. This isn't about working at all! It's about taking breaks, moving your body, and doing activities that let your mind rest, like going for a walk or chatting with a co-worker. Using the low gear helps you recharge so you can shift back into middle or high gear when you need to.


Drive Your Day Smarter


The secret to regenerative performance is to be mindful of which gear you're in. Don’t try to do high-gear work all day. Schedule short, focused bursts in high gear, then shift to middle gear for less demanding tasks, and always make time for the low gear breaks. By consciously managing your cognitive gears, you'll improve your focus and keep your performance high without running out of gas.


Want a quick visual reminder? Check out Cognitive Gears, summarizing these gears!

Better Leadership Starts with Belief

By Cathie Leimbach • October 7, 2025
Great leaders don’t just manage tasks—they build people up. Christine Caine’s leadership advice reminds us that believing in others is one of the most powerful things we can do. When leaders believe in people, they help unlock potential that might otherwise stay hidden. It’s not about perfection—it’s about possibility. Believing the best of others means choosing trust over suspicion. Instead of assuming someone will fail, assume they’ll rise. This mindset creates a culture of encouragement, not fear. People work harder when they know their leader sees their strengths and believes they can grow. Leadership isn’t about being the smartest person in the room. It’s about helping others shine. That starts with listening, showing respect, and giving people room to learn. Mistakes will happen—but leaders who believe in their team use those moments to teach, not tear down. Christine Caine’s approach is simple but powerful: speak life, not doubt. Expect excellence, but lead with grace. When leaders believe in people and believe the best of them, they build teams that are confident, creative, and committed. In the end, leadership is less about control and more about trust. And trust begins with belief in people. Want a quick visual summary? Check out Better Leadership Starts with Belief , for a clear, inspiring breakdown you can share with your team.

The Performance Gap: Why Half Your Team is Burning Out

By Cathie Leimbach • September 30, 2025
Based on insights from James Hewitt's "Regenerative Performance" Something's not adding up in today's workplace. While companies demand more from their teams, the results tell a concerning story. Research shows that 50% of employees now show clear signs of burnout, and an alarming 73% feel disconnected from their work. James Hewitt, performance expert and author of "Regenerative Performance," points to a critical mismatch. We're asking people to perform at peak levels without giving them what they need to recover and recharge. Think of it like a smartphone. You can't expect your phone to run at full power all day without plugging it in. Yet that's exactly what we're doing to our workforce. We pile on meetings, deadlines, and pressure while cutting back on the very things that restore energy: breaks, development time, and meaningful connection. The solution isn't working less—it's working smarter. Hewitt's research reveals that sustainable high performance comes from balancing intense effort with intentional recovery. Teams that build in time to recharge actually outperform those that push through exhaustion. Smart leaders are already making the shift. They're protecting their people's energy as carefully as they manage their budgets. Because burned-out employees don't just hurt themselves—they hurt the bottom line too. Want to dive deeper into this issue? View The Burnout Crisis to understand the full scope of this workplace challenge. "Sustainable high performance comes from the rhythm of oscillation—not from the intensity of effort alone." —James Hewitt