Summer is here, bringing with it the desire to take a break from the daily grind—to take a real vacation. Yet for many employees, a refreshing summer getaway seems as elusive as a dream. Even employees who are working for organizations with generous time-off policies struggle to carve out genuine rest and self-care opportunities. This disconnect between policy and practice speaks volumes about workplace culture and leadership’s role in promoting a healthy work-life balance.

The case for meaningful time off: Beyond policy

Taking time off has a wealth of benefits, as evidenced by the data. Vacations are essential. Vacations contribute significantly to employees’ mental and physical well-being, ultimately enhancing their productivity and creativity after they return to the office. For employers, well-rested staff members contribute to a more energized, innovative workforce, are more committed to company goals, and are more efficient in achieving them. However, despite these benefits, a study by the Pew Research Center shows that four in 10 U.S. workers still don’t take their full allotted leave.

Reasons include fears of:

• Not completing work
• Falling behind
• Burdening colleagues
• Jeopardizing career advancement (as reported by a notable 19% of respondents)

These concerns highlight a significant gap between the existence of time off policies and their practical application.

The rise of ‘quiet vacationing‘

The shift to remote work has exacerbated these issues. A recent Harris poll introduces the concept of “quiet vacationing,” in which employees take time off without informing their managers. This trend is particularly prevalent among millennials, who are driven by fears of appearing lazy or being overlooked for promotions. The Harris poll indicates that when 37% of millennials do take time off, they do so without communicating it to their managers.

Some employees engage in what may be considered deceptive practices to seem consistently active, such as moving their mouse on company platforms to appear online or scheduling emails to be sent after hours. The poll indicates that 38% of millennials have moved their mouse to stay “active” on messaging apps, and 37% have scheduled late-night emails.

Behaviors as root cause: Unpacking the stealth workplace phenomenon

This phenomenon, dubbed the “stealth workplace,” is a symptom of deeper organizational culture issues. Employees’ compulsion to disguise their need for rest highlights a lack of trust and openness about taking time off. This stealthy approach to time off undermines the purpose of rest and recuperation, leading to burnout and decreased productivity.

In the Harris poll, 76% of respondents expressed a wish for their workplace culture to place a stronger emphasis on taking regular breaks and utilizing paid time off. This statistic underscores a widespread desire for change. To address this, leaders need to understand their own behaviors as the root cause of the problem and make micro-shifts in how time off is perceived and practiced.

Create a culture that values meaningful time off

Developing a culture that values meaningful time off starts with leadership and involves strategic changes in workplace behavior and policies. Here are key strategies to achieve this:

• Lead by example. Leaders should take their own vacations and stay offline during those times. This self-care discipline sets a powerful precedent for employees.
• Communicate openly. Discuss the importance of taking breaks and using paid time off during team meetings and company-wide communications.
• Normalize time off. Celebrate and acknowledge when employees take time off. Share stories about the benefits and positive outcomes of taking a break.
• Ensure coverage. To alleviate employees’ fears of falling behind and burdening colleagues, develop systems that ensure work is covered when someone is on vacation.
• Create flexible policies. Implement and communicate flexible policies that accommodate the diverse needs of employees, such as mental health days or wellness days.

Leadership’s role in promoting time off

Effective and influential leaders understand that actions speak louder than words. It’s not enough to merely have a time off policy; leaders must actively encourage and model the behavior they wish to see. Here are some strategies for leaders to foster a culture that genuinely values time off:

• Be an advocate. Not only do leaders need to be upfront and unapologetic about taking their own time off, they must also advocate for others to do the same. This practice can break the cycle of fear and mistrust around taking breaks.
• Create accountability. By holding managers accountable for their team’s well-being, companies can ensure that the importance of time off is embedded into the organization’s culture at every level.
• Encourage micro-shifts. Small changes in daily routines, such as encouraging short breaks throughout the day, can build a culture that recognizes the importance of rest and recuperation.

Unexpected benefits of a culture that values time off

Establishing a culture that genuinely values time off can lead to unexpected benefits. For instance, employees who feel trusted and encouraged to take breaks will likely be more loyal and engaged. This can reduce turnover rates and nurture a more positive work environment. Additionally, focusing on well-being can enhance the company’s reputation, making it more attractive to top talent.

Policies reflect on leadership and values

Policies on time off and mental wellness days reflect an organization’s underlying values. Policies that encourage regular breaks and mental health days throughout the year, not just in the summer, signal that the company values its employees’ well-being and recognizes the importance of a healthy work-life balance. These policies should be clear, supportive, and flexible, allowing employees to take time off without fear of repercussions.

Building a culture that truly values time off requires a concerted effort from leadership. By demonstrating the importance of rest and recovery through their own actions and creating an environment of trust and openness, leaders can help dismantle the stealth workplace. This shift benefits employees’ mental health and well-being and enhances the entire organization’s performance.