A recent comment by Marks & Spencer CEO, Stuart Machin, has reignited an old debate. During a speech at the Business Leader Summit, on 26 March, Machin suggested he “doesn’t like leaders going away and being completely switched off”, reinforcing his long-held stance that he “doesn’t like all this talk about work-life balance.”
His view reflects a traditional model of leadership - one defined by constant availability, relentless pace, and the belief that commitment is measured by how reachable you are.
But as organisations continue adapting to new expectations around wellbeing, sustainability, and performance, the idea that leaders should remain ‘always on’ during annual leave is beginning to look not just outdated, but counterproductive.
Why always-on leadership backfires
An always-on culture isn’t a marker of dedication; it’s a risk factor. In his article for Psychology Today, Adi Jaffe, PhD - expert in mental health, addiction, and personal transformation and former UCLA lecturer and author - notes that leaders who struggle to switch off are often driven by emotional patterns that make rest feel unsafe, and that always-on cultures are directly linked to burnout, reduced psychological safety, and disengagement.
And the effects don’t stop with the leader. Behaviour at the top cascades through every layer of an organisation. When a CEO or business leader signals that stepping away is unacceptable, managers absorb that message. And when managers absorb it, teams start modelling it. Soon, entire organisations learn that appearing online late at night or answering emails on annual leave is expected.
This promotes a culture where burnout is worn as a medal for working hard. But great leadership isn’t about how much time you spend online when you’re on annual leave, it’s about how effectively you think, decide, empower, and lead. And none of those are improved by burnout and exhaustion.
When leaders genuinely disconnect on holiday, several strategic gains follow:
1. Rest fuels creativity and better decision-making
Cognitive science consistently shows that downtime helps the brain process information, make connections, and generate new ideas. The best strategic thinking rarely happens in back-to-back meetings; it happens in the quiet margins - on walks, during rest, or when perspective shifts.
2. Delegation strengthens the organisation
A leader whose absence causes disruption isn’t proving that they’re indispensable, they’re just revealing a structural weakness in how their teams operate. Effective leadership should be measured by the capability and confidence of the people who carry the work forward when you’re not there.
When leaders intentionally step back:
Teams grow their decision‑making muscles, becoming more self‑reliant and agile.
Hidden strengths and untapped potential surface, giving you clearer insight into who is ready for more.
Confidence expands across the team, as people recognise their own ability to lead and deliver.
Succession strengthens, because you’re building a culture that develops leaders rather than dependent followers.
3. Leaders model wellness and set the cultural standard
Employees take their cues from the behaviour and example set by leadership, not from policy documents. When a manager genuinely switches off during their holiday, it signals to the entire team that rest is not only allowed but expected.
This matters because work‑life balance is a fundamental motivator. When leaders model healthy boundaries, they reflect these values back to their teams and reinforce a culture where wellbeing is taken seriously.
And modern organisations cannot claim to champion wellbeing while simultaneously rewarding burnout or celebrating round‑the‑clock availability. True cultural leadership lies in making rest visible and normal. When leaders choose to step back, they send a powerful message: we prioritise clarity over exhaustion, impact over mere presence, and sustainable performance over relentless sprinting.
So, what does good switching off look like?
Good switching off begins long before a manager steps away. It’s built on thoughtful preparation, clear communication, and genuine trust in the people who keep the wheels turning. A well‑prepared leader hands over responsibilities with confidence, sets expectations about their absence, and then truly lets go, returning well rested with renewed clarity and perspective.
To help you switch off fully, and feel confident in doing so, download our free checklist for managers preparing for annual leave. It covers everything from handover preparation to communication tips, boundary setting, and return‑to‑work planning.
