I have been in that zone for two or three day stretches, but never beyond, and never in sync with a full team. I have experienced two forms of team wide over-ti

I have been in that zone for two or three day stretches, but never beyond, and never in sync with a full team. I have experienced two forms of team wide over-time in my career. The first lasted (for me) about seven months, then I quit. I couldn't take in anymore and the project (large team, 150 people) was on fire. That was completely unsustainable. The second form was a periodic event that happened every two years when we released a new silicon design (chip vendor). The day that the first silicon was mounted onto boards began a cycle of ten to twelve days, 14 hours a day, lunch and dinner being one hour status briefings. All hands on deck. At the end of those ten or twelve days, either the silicon was fully validated, or all its known flaws were identified. And everybody on the team took a couple days off to breath. That was sustainable because it was infrequent, planned, and closed ended. I went through four of those cycles. They were exhausting and thrilling at the same time. And thankfully, infrequent and closed ended. There was always a light at the end of the tunnel.