I believe in unlimited vacation policies. Not the kind that trick employees into taking less time off, but the genuine kind built on trust and transparency. In my experience leading teams and businesses, I’ve found that treating adults like adults yields better results than micromanaging their time.
The concept is simple: I don’t track your days off. I don’t make you fill out forms or get approval weeks in advance. I just want to know when you’re not available. That’s it.
When I tell my team members, “I have unlimited vacation,” what I’m really saying is that I trust them to manage their own time. Go where you want to go. Do what you want to do. You’re an adult who knows what you need to be productive, accessible, and gracious while working with me and our team.
Transparency Is the Foundation
The only requirement I have is transparency. If you’re going to be hiking the Himalayas for three days without cell service, that’s fantastic! I support your adventure. But I need to know you’ll be offline so I can ensure someone else is covering your responsibilities.
This approach works because:
- It respects people’s autonomy and judgment
- It focuses on results rather than hours logged
- It builds a culture of trust and open communication
When team members feel trusted to manage their own time, they often become more engaged and committed to their work. They don’t abuse the policy because they know their contributions matter.
The Freedom of “I Don’t Care”
One phrase I often use with my team might sound harsh at first: “I don’t care.” But what I mean is liberating: I don’t care where you go or what you do with your time off. I don’t need to approve your reasons or judge whether your vacation is “worthy.” That’s not my business.
My business is making sure our team functions well, and that requires knowing who’s available when. The freedom comes with the responsibility of clear communication.
This approach eliminates the stress of “asking permission” that many traditional vacation policies create. There’s no need to justify why you need time away or feel guilty about taking it.
Beyond Policy to Culture
An unlimited vacation policy only works when it’s part of a broader culture of trust and results-orientation. If managers still secretly judge employees for taking time off, or if there’s pressure to always be available, then the policy is meaningless—or worse, manipulative.
In my organizations, I’ve worked to create environments where:
- Taking time off is genuinely encouraged
- People are evaluated on their contributions, not their hours
- Communication about availability is straightforward and drama-free
The result is teams that feel empowered rather than controlled. When people know they can take the time they need without judgment, they often make better decisions about balancing work and life.
The Bottom Line
My approach to vacation policy reflects my broader philosophy about leadership: hire great people, be clear about expectations, and then get out of their way. The micromanagement of time off is unnecessary and counterproductive.
So if you work with me, know that I truly support your time away. Recharge on a beach, explore a new city, or simply stay home and rest. Just let me know when you’ll be unavailable, and we’re good.
This isn’t just about being nice—it’s about building sustainable, high-performing teams where people can bring their best selves to work because they’ve had the space to live full lives outside of it.
Frequently Asked Questions
Q: Does an unlimited vacation policy mean employees can take off whenever they want?
Yes, but with responsibility. The policy works when employees communicate their availability clearly and ensure their work responsibilities are covered. It’s about freedom with accountability, not freedom from accountability.
Q: How do you prevent some team members from taking advantage of unlimited vacation?
In my experience, when you hire the right people and create a culture of mutual respect, abuse rarely happens. Most professionals want to contribute and be valued. If someone consistently fails to meet their responsibilities, that’s a performance issue, not a vacation policy issue.
Q: What if someone rarely takes time off under this policy?
This is actually a common problem with unlimited vacation policies. As a leader, I watch for signs of burnout and sometimes actively encourage team members to take breaks. The goal is balance, not working until exhaustion.
Q: How do you handle coverage when multiple team members want the same time off?
This comes down to team coordination and communication. When everyone knows what projects are happening and who’s responsible for what, teams can usually work out coverage among themselves. For critical periods, we might need more structure, but transparency usually solves most conflicts.
Q: Does this approach work for all types of businesses and roles?
Not universally. Certain roles with strict scheduling requirements (like retail or healthcare) need more structure. However, the principles of trust, transparency, and focusing on results rather than time can be adapted to most professional environments, even if the specific implementation differs.
