Forget the hustle mantra. Today’s most effective workplaces are not powered by constant grind. They are structured around intentional pauses. Whether it is a five-minute stretch, a shared coffee break, or a lunchtime walk, taking time out is no longer seen as slacking off. In fact, the research is clear: regular breaks are not only beneficial, they are essential for wellbeing and productivity.

So why are so many of us still powering through the day without stepping away from our desks?

The Science Behind the Pause

Taking structured, regular breaks at work does not just feel good. It works. In studies of healthcare professionals during the height of the COVID-19 pandemic, even brief pause programs were linked to increases in energy, morale, and focus. Employees reported feeling more enthusiastic, recharged, and connected, even during one of the most demanding periods in recent history (Mooncey, Pal-Magdics, Hothi, Gaynor, & Lang, 2021).

These effects are not limited to times of crisis. They reflect core psychological needs: autonomy, competence, and social connection. When people push through long stretches without rest, they erode the very drivers that support sustained motivation and mental health (Balderson, Burchell, Kamerāde, Coutts, & Wang, 2022).

Not Just About You: The Power of Pausing Together

Breaks are good. Shared breaks are better.

Research suggests that taking breaks with colleagues adds a crucial social element to workplace wellbeing. It is not simply about resting the mind. It is about reinforcing a sense of belonging, building camaraderie, and creating meaningful moments of community within the day (Mooncey et al., 2021; Balderson et al., 2022).

These connections also provide insight for organisations. Teams that avoid breaks or hesitate to step back may be showing early signs of burnout or unsustainable workloads.

Wellbeing Is a Strategic Priority

This is not just about improving morale. It is about performance. Research shows that when employees adopt work-life balance strategies, including regular pauses, they experience better health, lower stress, and increased job satisfaction. These benefits in turn translate into stronger organisational performance (Zheng, Molineux, Mirshekary, & Scarparo, 2015).

When people take breaks, they return to their tasks sharper, calmer, and more capable. Breaks are not interruptions. They are a strategic tool for improving focus and sustaining energy.

A Workplace Culture Worth Building

What gets in the way? Often, it is a culture of guilt, where stepping away from a screen is seen as a lack of dedication. But the evidence points in the opposite direction. Pausing is an act of responsibility.

Leaders and managers should not only permit breaks. They should actively encourage them. Whether through formal initiatives or simple daily rituals, workplaces that normalise rest see higher engagement and healthier teams.

As one participant in Balderson’s study observed, what workers need is “the freedom to get good at things.” This includes the freedom to take breaks that protect their energy and purpose.

Key Takeaways

• Energy and Enthusiasm: Short breaks improve mood and restore motivation

• Mental Health: Pausing reduces stress and supports psychological resilience

• Social Support: Shared breaks enhance workplace connection and cohesion

• Work-Life Balance: Regular breaks improve health and satisfaction

• Organisational Insight: Break habits can reveal areas needing more support

These findings are drawn from peer-reviewed studies accessed through Consensus, an AI-powered research tool that compiles evidence across disciplines.

References

Balderson, U., Burchell, B., Kamerāde, D., Coutts, A., & Wang, S. (2022). Just the freedom to get good at things and stuff like that: Why spending less time at work would be good for individual, social and environmental wellbeing. Futures, 136, 103035.

Mooncey, M., Pal-Magdics, M., Hothi, D., Gaynor, E., & Lang, J. (2021). Our people: Pursuing positivity in the pandemic – ‘pause, power up, push on’. Archives of Disease in Childhood, 106(1), A4–A5.

Zheng, C., Molineux, J., Mirshekary, S., & Scarparo, S. (2015). Developing individual and organisational work-life balance strategies to improve employee health and wellbeing. Employee Relations, 37(3), 354–379.