July 27,2026
5 Minute Read
At my office, lunch is an actual break. It could last an hour. It could last two. It isn’t a quick sandwich at your desk or eating with one hand while answering emails with the other. People step away from their computers, sit together, talk and maybe take a smoke break somewhere in between.
During my first few lunches, I couldn’t fully relax. Part of me kept thinking, Shouldn’t I be working right now? Nothing urgent was waiting for me, and nobody was asking me to return to my desk. Still, sitting there for that long made me feel unproductive. Meanwhile, my coworkers weren’t watching the clock or rushing back to their desks. For them, pausing wasn’t separate from the workday. It was part of it.
For the past month, I’ve been interning with a Paris-based nongovernmental organization focused on international volunteering, public service, solidarity and adventure. I work closely with its four-person communications team, supporting multimedia projects, editing English-language content and creating promotional and outreach materials. I can’t speak for every workplace in France or the United States. One internship can’t represent an entire country. What I can compare is my experience working in Paris with the professional environments I’ve known in Oregon and one of the first differences I noticed was the pace.
During my first week, my boss gave me an assignment that I finished in about two hours. To me, two hours already felt like a long time. To my team, it was surprisingly fast. Instead of telling them I was done, I panicked. I worried they would assume I had rushed through it or, to put it bluntly, half-assed it. So I spent another hour triple-checking everything. I reopened every link, searched for grammatical errors and made tiny changes that probably didn’t need to be made. Eventually, I ran out of ways to look busy and had to confess: I was done.
I expected my supervisor to review the assignment and find something I had missed. Instead, the work was correct. I had even caught errors on the organization’s English-language website and suggested alternatives for French phrases that didn’t translate naturally into English. That should have made me feel confident. Instead, I was left wondering what I was supposed to do next.
That became a pattern during my first week. I would receive an assignment, finish it and wait for feedback or another task. Sometimes, I became frustrated waiting for a Teams reply, approval from a supervisor or the next step on a project. I started wondering whether my entire internship would feel this way. Then I looked around and realized nobody else seemed worried. The work was still getting done. Projects were moving forward. People just weren’t treating every assignment like a race.
There’s a stereotype that French people work slowly or don’t get much done. After working here, I can understand where that perception may come from, especially for someone accustomed to a work culture that values speed, multitasking and always looking busy. But my experience hasn’t been that my French coworkers don’t work hard. They get things done, and they do them well.
They just don’t seem to measure a successful day by how many tasks they can squeeze into it.
That was harder for me to adjust to than I expected. I’ve always seen efficiency as one of my strengths. I like finishing things ahead of schedule, and I like being someone others can rely on. I came into this internship wanting to show the team that I was capable, independent and ready for more responsibility. But somewhere in that effort to prove myself, I started rushing through the experience itself. I wasn’t only trying to learn; I was trying to show everyone how quickly I could learn. If I wasn’t producing something, I felt like I wasn’t doing enough.
I also don’t think I’m the only person my age who feels this pressure. We’re told to earn the degree, build the résumé, take the internship, develop our skills, network and somehow have a five-year plan ready. Being busy becomes proof that we’re ambitious and moving in the right direction. Even rest can feel like something we need to earn, but when exactly have we accomplished enough to deserve it?
That question kept bringing me back to lunch. Lunch at my office isn’t wasted time. It’s where people talk about their families, relationships, politics and what’s happening in their lives. On my first day, my boss and I were already having conversations I couldn’t imagine having with some of my supervisors in Oregon. I initially thought that was unique to my office, but several other interns in Paris told me they had experienced something similar. That doesn’t mean every French workplace is close-knit or every Oregon workplace is impersonal, but it has made me reconsider what belongs in a professional relationship. You don’t have to make work your entire identity for the people you work with to know who you are.
Those long lunches are part of how those relationships are built. People step away, have real conversations and eventually return to their desks. The work still gets done. That may sound obvious, but it challenged something I had never really questioned: my tendency to confuse working quickly with working well.
In the United States, we often connect success with constant forward movement: work harder, move faster, earn more and build something of your own. I’ve benefited from that sense of possibility. I had the opportunity to start my own business at a young age and earn money from something I created. My ambition and independence have opened doors for me, and I don’t want to lose those qualities. But the belief that we can always do more can easily become the feeling that we’re never doing enough.
I don’t think France has discovered the perfect way to work, and I don’t think everything about working in Oregon needs to change. I’m still figuring out which differences come from French culture, which come from this particular office and which come from my own habits. But this experience has made me ask a question I hadn’t seriously considered before: Does working faster always mean working better?
I still don’t know whether Paris moves slowly or whether I’ve simply become used to moving too fast. The answer is probably somewhere in between. What I do know is that I want to bring home more than photos and souvenirs. I want to keep the ambition and initiative I developed in Oregon, but I also want to keep what Paris is teaching me: step away from the desk, get to know the people sitting beside you and stop treating every quiet moment like proof that you’re falling behind.
I may still be adjusting to the long lunches, but I don't see them as time taken away from work. Sometimes, slowing down is part of the work, too.