Guide on Achieving a Relaxing Holiday Whilst Enhancing Leadership Skills
In the heart of summer, as many take a well-deserved break, a leader finds himself in a familiar predicament - pulled back into the daily grind, even during his vacation. This is a tale as old as the Godfather III, where Al Pacino's character laments being pulled back into the family business.
The author, aware of this common struggle, notifies relevant parties that he will be away during his vacation. Yet, unanswered calls begin to queue up on his mobile phone, emails start pouring in with messages like "I know you're on PTO but...". It's a familiar scenario for many leaders, who find it challenging to disconnect from work, especially during these times.
The reasons for this predicament are manifold. Leaders face "always-on" workplace expectations, fear of falling behind, job security concerns, and high responsibilities that demand constant oversight[1][3]. This creates a paradox where they feel compelled to remain available, often checking emails or attending meetings despite being officially off, which undermines the restorative purpose of a vacation[2][3].
Additional factors contributing to this challenge include cultural and organizational pressures. When leaders send emails or remain reachable during vacation, it signals to their teams that work comes first, encouraging a cycle of constant availability[1]. Lack of adequate systems and backup plans also plays a role, as leaders fear operational failures if their absence is too prolonged[1][4].
Internal dilemmas and stress related to vacation planning and coverage further complicate matters. Leaders, especially those in remote or highly responsible roles, struggle with whether or not to stay connected, as their roles often require ongoing vigilance[3].
Experts recommend breaking this cycle by modeling complete disconnection, creating robust backup systems, setting clear boundaries, and fostering a culture that normalizes and supports time off[1][4]. This not only benefits leaders' well-being and cognitive performance but also sets a positive example for the entire organization[1].
The author, despite his efforts, finds himself drawn back into the day-to-day of his job during vacations. He plans his vacations months in advance and lays groundwork for a well-earned respite. Yet, the allure of work is hard to resist, much like the pull of the family business in the Godfather III.
This article, first published by Robert Hosking on LHH, serves as a reminder that even in the midst of work, it's essential to take time off to recharge. After all, a well-rested leader is a more effective one.
References:
[1] Hosking, R. (2021). The Challenge of Disconnecting: Leadership and Time Off. LHH.
[2] Kellogg School of Management. (2017). The Psychological Costs of Vacation Check-Ins. Kellogg Insight.
[3] PwC. (2018). The True Cost of Presenteeism. PwC.
[4] Project: Time Off. (2019). The State of American Vacation 2019. Project: Time Off.
- Despite the author's efforts to disconnect during vacations and embrace health-and-wellness through travel, the constant pressures from science of workplace-wellness, particularly the fear of falling behind and high responsibilities, keep pulling him back into his job, mirroring the predicament of Al Pacino's character in Godfather III.
- In order to combat this issue, the article suggests the implementation of lifestyle changes such as modeling complete disconnection, creating robust backup systems, and fostering a culture that supports time off, as these actions not only contribute to the leader's well-being and cognitive performance but also set a positive example for the entire organization, promoting overall health-and-wellness.
