Here’s When We Hit Our Physical and Mental Peaks
Even when we’ve peaked in one endeavour, we’re likely getting better in another
Even when we’ve peaked in one endeavour, we’re likely getting better in another
When are we our fastest, strongest and most creative?
Elite swimmers peak in their early 20s, powerlifters peak at 35 and equestrians later still, on average. Creativity peaks either very early in our careers or later, depending on how we think. Our ability to quickly absorb facts reaches its zenith in our late teens, while our vocabulary skills crest in our sixth decade.
Economists, sports scientists and psychologists have analysed Olympic performances and chess matches, as well as thousands of online quizzes to determine the average age when people peak mentally and physically. They are trying to understand how our brain and bodies work and if there are lessons on strengthening each.

The good news is that while we may have peaked in one endeavour, we are likely getting better in another.
“At every age, you are getting better at some things and worse at others,” says Joshua Hartshorne, an assistant professor of psychology at Boston College, who researches how various cognitive functions change with age.
People reach their various physical peaks at different times for different reasons, according to the studies. Fast-twitch muscle fibres help with speed and power—think sprinting—and are more prevalent in our muscles when we are young. Slow-twitch muscle fibres, which are those related to endurance, are more prevalent in muscles when we are older.
Physical attributes can play a role, too. Women have less muscle to lose, and peak at younger ages than men in muscle-intense sports like swimming.
Rafal Chomik, an Australian economist at the ARC Centre of Excellence in Population Ageing Research, led a study of peak physical performances among Olympic and professional athletes looking at how well different age groups perform in different sports.
For sports like sprinting, which requires speed, power and maximum oxygen consumption, athletes tend to peak in their mid-20s. In endurance sports, such as marathons, the peak is typically reached by 40. In tactical low-impact sports, like sailing and equestrian competition, athletes compete at elite levels in their 50s.
This is consistent with findings on cognitive capacity, says Chomik, noting that young people are better at tasks requiring raw processing power while older people excel at strategy.
Another finding from the athlete study: Peak performance ages for elite athletes are increasing. For example, the average age of the top 100 men and women in tennis is four to six years older, respectively, than it was in the 1980s. Athletes are competing longer, due in part to advances in training, equipment and sports science.
Steffen Peters, an equestrian who lives in San Diego, has competed in five Olympic Games and won bronze medals in 1996 and in 2016. But he says he had his best year in the 2020 Olympics in Tokyo. At the age of 56, he was part of the silver-medal-winning U.S. Dressage Team.
“In my younger age, I had more energy,” says Peters. “But I think at an older age I have extra wisdom that goes pretty far.” Peters plans to compete in 2024 and 2028.
Mental peaks come at different ages, too. Most people associate creativity with youth, but it depends on the type of creativity, says Bruce Weinberg, a professor of economics at Ohio State University.
“Innovation tends to follow two distinct patterns,” says Weinberg, who co-wrote a study looking at the age when 31 Nobel Prize winners in economics published their most significant research, defined as the one with the most citations. One pattern of thinking is conceptual and the other is experimental.
Economists who challenge conventional wisdom and think more abstractly published their single most significant work at the age of 25. They would be considered conceptual thinkers. Economists who tend to refine their work based on accumulated knowledge and experience wrote their most significant paper in their mid-50s. They would be considered experimental thinkers.
Those same two innovation patterns emerged in studies of writers and artists, says Weinberg. Pablo Picasso, considered a conceptual artist, painted some of his most important works in his mid 20s. Robert Frost, a more experimental innovator, wrote for years before his first book of poetry was published around the age of 40.
Another study of peak mental performance involved the game of chess. Chess is considered a good proxy for “performance in a cognitively demanding task,” says Uwe Sunde, an economics professor at the Ludwig Maximilian University of Munich.
He and fellow researchers analysed 24,000 professional chess matches to track the performance of top players. The researchers compared an individual’s recorded moves with the best moves suggested by a modern chess computer, to see how a player’s performance changed over the years and when they peaked.
Individual performance rose sharply until the early 20s and peaked around the age of 35, says Sunde.
Not all thinking skills peak at the same time or the same age, says Hartshorne, of Boston College. Processing speed—the ability to think quickly and recall information like names—peaks around 18, based on data from standardised IQ and internet-based tests. Crystallised intelligence—the accumulation of facts and knowledge—peaks later. Vocabulary skills peak about 65.
In another study he led, using results of online grammar quizzes, he found that grammar and language-learning skills continue to build for about 30 years. For a native language, the 30-year learning period starts roughly around birth. For a second language, it starts whenever someone starts learning that language.
“Move to Paris and start speaking French at the age of 30 and you can expect continued improvement until you reach around 60,” he says. “Learning goes on longer than we might expect.”
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As AI productivity trackers reshape workplace evaluations, employees are learning how to manage calendars, activity levels and AI usage to ensure their contributions are recognized.
What’s more important than being a good employee right now? Looking like a good employee in the eyes of AI productivity trackers that more managers are using to evaluate their teams.
Employee-monitoring systems are especially popular at tech companies and are also used by other white-collar firms that want to probe how people spend company time. The scary thing: You might not even know you’re being watched because many states don’t require disclosure.
Metrics can include performance data that is undoubtedly relevant, such as sales results. But it also can employ dubious proxies like keyboard strokes and how often your computer screen goes into sleep mode.
We generally accepted, or at least understood, heightened surveillance during the work-from-home era. Back then it seemed reasonable for bosses to keep tabs on employees they couldn’t see.
Yet the oversight has only escalated, and tensions are rising, too.
A group of former Meta Platforms employees alleges in a lawsuit that the company used a “constellation of internal artificial-intelligence systems” when it began laying off about 10% of its workforce in May. Meta says humans make termination calls.
However that case shakes out, a couple of things are clear. Companies eager to gauge which employees are locked in now have sophisticated AI monitoring systems at their disposal. And they believe they have leverage in a tepid labor market.
So while we may chafe at having our worth reduced to numbers on the boss’s productivity dashboard, we have to play the game as it’s being played. Here are some tips, based on conversations with people who make employee monitoring systems—and others who game the systems.
Calendar integration is one way that productivity trackers have gotten more advanced and, ostensibly, fairer.
Let’s say you make an old-fashioned phone call or attend an in-person meeting. Your Outlook or Slack status may switch to “away,” making you appear as inactive as if you were taking an extended coffee break.
Employee monitors like one made by a company called Insightful cross-check your online status with your calendar to see whether there is a valid reason for your apparent inactivity. If that call or meeting is on your schedule, then the system will recognize that you are busy offline. If nothing is on the books, it could look like you’re slacking off.
Let’s not go any further without addressing the underlying question: How much downtime is permissible during the workday? After all, people have been scared to let managers see anything non-work-related on their screens since personal computers first arrived in offices.
No one knows this better than Roger Wagner, who is widely credited with creating the first “boss button” in the early 1980s. He designed a keyboard shortcut to instantly display a spreadsheet if the boss walked by your cubicle while you were playing a computer game. Boss buttons have been features of countless diversions since. (I confess to using one built into a March Madness streaming app.)
Wagner, the founder of computer-education company 1010 Technologies, says his original design was a joke—more of a commentary on overbearing managers than a cover for lazy employees. Good bosses understand workers need mental breaks throughout the day, he says.
This matches what I heard from Insightful Chief Executive Ivan Petrovic. He says customers that use his company’s workforce-management platform don’t expect employees to stay on task 100% of the time.
“On average companies are aiming for 60% to 80% of your time being utilized for work during the day,” he says.
Go ahead and exhale. It’s probably OK to watch an occasional YouTube video at your desk.
And if you’re going to artificially inflate your activity level, be careful. Hitting 90% could look suspicious.
So don’t leave your mouse jiggler on all day. Choose the right one if you must resort to shenanigans.
There are lots of software applications that mimic the movements of a computer mouse, so you can appear to be working while away from your desk. There are also devices that plug into computer ports and do the same thing.
Corporate cybersecurity systems increasingly block these apps and devices, and productivity trackers claim to be able to detect them. But some workers swear by mouse docks, like one made by Tech8 USA, that keep cursors moving. The company originally made mouse-moving software but now focuses on physical jigglers.
“People are drawn to mechanical solutions because they’re so simple and don’t require software,” says Tech8 Marketing Director Sam Matthews. “As monitoring technology becomes more sophisticated, that distinction has become even more relevant.”
Another popular metric for employee-monitoring systems is AI usage. Companies want to know who is embracing new tools, and it can be tempting to think more is better.
“There’s a performative aspect where employees overblow their usage of AI so that they appear relevant in the organization,” says Andrea Derler, principal researcher at Visier, which helps companies track and analyze employee work habits.
In a recent Visier survey of 1,000 U.S. workers, 48% admitted to exaggerating their AI usage.
This is already an outdated strategy. Using AI for everything used to score points for experimentation. Now it can seem wasteful because many companies are watching AI token spending more carefully.
Look, productivity theater has always been part of work. Most of us aren’t trying to cheat the system, but expectations are changing so quickly that we need to be savvy about what the latest employee trackers are looking for.
Sometimes it takes a little gamesmanship to get full credit for our contributions.
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