Take the Damn Time Off: Rethinking Unlimited PTO and the Leadership Mandate Behind Rest

We've all heard it before: "You can't pour from an empty cup." It's a simple truth, and yet in America's hustle-harder culture, taking real time off remains one of the most neglected responsibilities in the workplace.

I want to share a recent experience that reshaped how I think about time off, not just as an employee, but as a leader. It pushed me to reconsider the culture we create around rest, what "unlimited PTO" actually means, and why we owe it to ourselves (and our teams) to make self-care part of our business strategy.

Time Off is a Responsibility, Not a Perk

We all know it: if we don't take care of ourselves, we can't be effective in other areas of life. Yet despite this knowledge, taking time off remains one of the most overlooked forms of wellness and productivity.

For me, this realization became unshakably clear just a few weeks ago. Life was heavy. Work was intense. And I was planning a two-week vacation that suddenly felt more like a threat than a gift. I started to spiral. What if something falls apart while I'm gone? What if I look disengaged?

Then something clicked: This isn't sustainable.

That's when it hit me: I've had access to unlimited PTO all along. The policy is there. The trust is real. But I hadn't been using it the way it was meant to be used. So I did something radical.

I took the time. I didn't check email. I didn't "just pop in." And you know what? It was magical. It had been years since I'd fully unplugged, and this reset was long overdue. I came back clearer, more creative, and, most importantly, connected to the why behind unlimited PTO.

It's not just about the freedom. It's about the responsibility. It's not just about stepping away; it's about choosing to step back in a way that restores you.

But as I leaned into this time away, I started to see something more complex beneath the surface, especially when it comes to what "unlimited" really means in the workplace.

Unlimited PTO: Accountability or Ambiguity?

Unlimited time off sounds like a dream. In theory, it's built on trust, autonomy, and flexibility. It allows space for real life: family needs, mental health, creative breaks, and actual vacations.

But in practice? It can get messy.

Without clear norms, unlimited PTO creates confusion. How much is too much? Is it really OK to take time? Many employees hesitate, burned by previous workplaces where "unlimited" meant "you first, and we'll judge later." If leadership doesn't actively encourage time off and model it themselves, the message becomes unclear. And unclear expectations lead to inaction.

Even I, a leader with full access to unlimited PTO, fell into this trap. I'd tell myself, I love my work. I don't need a break. But if I'm honest, part of that mindset was fueled by a drive to produce, to prove, to please. My epiphany during those two weeks off? That inner drive can be silently reinforced by the workplace, even unintentionally, and slowly wear us down.

That self-awareness changed everything. And I know I'm not alone.

Leadership Has a Job to Do

As leaders, we shape the tone. Our actions tell our teams what's "really" expected, more than any policy ever will.

So we need to ask ourselves:

• Are we checking in with our employees about time off?
• Are we encouraging breaks and celebrating rest, not just results?
• Are we taking time off ourselves and modeling true disconnection?

Creating psychological safety around rest is not just nice, it's strategic. When we support time away, we foster trust, increase engagement, and reduce burnout. And the ROI? It shows up in stronger collaboration, creativity, and retention.

Employees: Zoom Out, Then Step Away

We also have to hold ourselves accountable. It's easy to get caught in the flow of doing. A long weekend here, a random day off there; it feels like enough, until suddenly it isn't.

Taking a real break, a week or even two, isn't indulgent. It's necessary. It's how we zoom out, breathe, reflect, and return with new perspective. We owe that not just to ourselves, but to our teams, our families, and the culture we're part of building.

Culture Change Takes Boldness

Work culture is everything. Mental health is non-negotiable. And self-care is a leadership value.

To create healthier, high-performing workplaces, we must normalize time off as a shared responsibility:

• Leaders must model it, encourage it, and make space for it.
• Employees must take it, embrace it, and stop apologizing for it.

Working hard, doing good, and striving for excellence is admirable, but not at the cost of our health. When we stop, unplug, and breathe, we invite clarity, innovation, and connection back into the fold.

So take the damn time off.

Your people will thrive. Your company will grow. And most importantly, you will, too.