The True Value of the Beach

Throughout my career, I’ve had the opportunity to work across all geographies, including living in various cities in Europe and the United States. There are, of course, many cultural differences, but one that I still find most striking is how people in different countries approach the concept of vacation.

Come August in Europe, tradition dictates that people take a few weeks off and disconnect from work. In the United States, however, there is frequently much more apprehension—even angst—about stepping away from the office. True, U.S. companies typically provide for fewer days of paid time off than other countries, but even when days are available, employees often choose to continue working. One estimate suggests that in 2013, nearly 170 million vacation days went unused, underscoring that even with vacation policies in place, there is a cultural reluctance to take advantage of them. The imbalance is even greater as technology allows us to work wherever we are, turning the 9-5 workday into an on-call 24-hour workday.

For a professional services firm, where we only earn revenue for hours worked, it would seem to our competitive advantage that we commit to dig in and skip a few days of vacation. (Ironically, not being on a client project in management consulting is somewhat derisively called being “on the beach”—and no one wants to be on the beach for long.) The true competitive advantage, however, comes from having a vibrant, healthy culture that allows people to be their best selves so that they can deliver their best work for our clients. This comes to life in a variety of ways, but vacation is a critical, if often overlooked, component.

Studies repeatedly find that taking time off—really stepping back from work—improves overall productivity. In June, Harvard Business Review ran a series of articles highlighting the merits of vacation, even citing new research that shows people who regularly take time off have a higher probability of getting a raise or a promotion.

While HR policies on vacation continue to evolve, the greater imperative is for leadership to encourage a healthful break—and for employees to feel equally comfortable in taking it. There is an increasingly dangerous misperception that a strong work ethic precludes taking time off. (It’s no wonder that the U.S. has earned the dubious nickname of the no-vacation nation.)

Growing up in Europe, I have long appreciated the importance and value of a proper vacation. In taking on the role of managing partner in 2013, I reaffirmed to my team—and my family—that I would continue to take vacation for the same reasons we encourage it for everyone else: to rest, recharge, reconnect, and restore balance.

Taking a well-deserved break is a simple proposition, but one that I hope and expect all of our people to seize—nudging some cultural norms in the process—as we continue to set new standards for rewarding professional and personal lives. And, now… yes, off to the beach.