Top 5 Reasons to Use your Vacation Time

Well it is Saturday night and if you are gainfully engaged with your work, you are probably planning your next big move at the office for early Monday morning. In addition, you may spend your time developing and implementing work strategies to counter even the most ardent colleague so that you are the only rising start on a daily basis.

The thought of a 90-hour work week is now considered common-place for many women and men on the road to implementing their 5-year career plan. You know the types, the ones referred to around the office as "Junior Executives in Training" or "JETs."

Despite the heavy focus on conquering the world, it helps to also consider the possibilities of, well taking some time off from your 5-year plan to enjoy life. Why would anyone slow their momentum down to take a break from work? I will give you 5 good reasons to use your vacation time.

1. The office will run smoothly without you. Sometimes employees feel like they are the glue to the paper that keeps the office working to exceed goals. This is a nice sentiment to keep folks motivated. However in-real-life (IRL) the ability to reduce stress is directly correlated with removing the burden of feeling solely responsible for the entire organization's success.

2. Spark creativity. Sometimes the break from work is an opportunity to remove the mundane attitude you have from your work rigor. For example, when was the last time you were creative about a work project, any project or household project? The ability to spark the flame in your idea factory is rooted in your ability to step away from your work habits once in a while so you may have some fun.

3. Increase your promotion potential. A recent Harvard Business Review article by Shawn Achor mentioned that fewer Americans are taking vacations so that they may be more accessible at work. However, those who take vacations from the office may be more likely to get promoted or earn raises because they avoid the potential for burn-out. Being motivated at work is critical for advancement. Moreover, being motivated to enjoy your life outside of the office is an example of quality work/life balance that many leaders leverage.

4. Nobody likes a suck up. Did you ever hear the story about the staffer who constantly boasts about never taking leave, always being around to work and readily available on cell phone 24/7, but was never really liked by their peers? No one wants to work with a person who constantly reminds their peers that they are always around while others are on leave. It is annoying and it removes the likelihood that the braggart will be considered a trusted adviser. Also, bosses don't like it when their staff brags about being around all hours and they do not produce any additional results compared to their peers. Take the hint and book a flight out of the area to give your colleagues  break from you.

5. Your family will appreciate the quiet time. Wow, I can remember the last vacation I took with my family. I did not take business calls, I listened to everyone of their stories about school, despite school ending 3 weeks before our trip. I also remember the 30-second dance party with my teens and the quiet walk on the beach with my husband at sunrise. This is the "return to family" process which requires only your full attention after taking a few days off from the office to be at peace with your loved ones. They will appreciate the laughter they share with you, you will appreciate the memories and you will have harmony in  your soul. Even if the vacation and the family time is not perfect, you will be together.

Art of the Individual Contributor

There is so much focus on teamwork lately, that the art of individual efforts may have been overlooked. Teamwork, team building and go team have become the mantra for modern day work environments. However, the true art of individually developed projects still has some steam left in this world of the global group effort.

Individual contributors or "ICs" strive because their efforts incorporate a well-rounded knowledge of the organization. This is based on their ability to take on little known projects across a wide spectrum of organizations both inside and outside of the primary team.

Moreover, Individual Contributors are not bogged down by group dynamics that totally focus on "group cohesion" instead of progress. You know what I mean...group think. For example, a new team member creates an idea and because everyone is so concerned about being polite, the ability to innovate and collaborate is stifled. Yet an "IC" dares to ask the question of "why" before simply agreeing under the guise of achieving group harmony. No one ever made a difference in the world by waiting for acceptance from others who may not have the most altruistic means.

Also, teamwork has been bottle-necked into a vacuum where the focus is solely on your immediate team members instead of a more global verse. Those who create, innovate and design new methods, technologies, products and services seem to transcend barriers using political savvy and relational business acumen.

In addition, inspiration to do great things is generated from multiple sources. It can be an article, a colleague or a favorite thing from youth that will lead to the next big thing. An individual contributor readily can take their inspiration, think strategically by focusing on the big picture and become the change agent extraordinaire.

The irony is that an individual who can float between multiple teams can always create nuances that make a program or project flow as well as progress. Unbound by the typical group logic, an individual contributor makes an effort to seek progress and like minded souls to exceed organizational goals. 

Perception and Conflict Management

Imagine you are having a great day at work, where the ideas are flowing, the deadlines are being met and there is a serious up tick in your ability to do great things. You move forward in your work day basking in the glow of career utopia only to have your peer stop you with an “issue” about sharing office tasks. This is also referred to as “sharing the office spotlight.”

There are several paths to take when a peer comes to you with a work place conflict and ignoring their concerns is not an option. First, have an open dialogue with the person to determine if the issue is real or perception. According to Merriam-Webster, perception is the process of noticing or understanding something or someone based on a person’s senses. While it may be easy to dismiss someone’s concerns over a perceived workplace “wrong”, it helps to know if it is feelings of fact that is the root cause.

The “conflict-intervention” conversation is not an easy chat, as there may be moments when you will feel like you want to yell, defend and deflect blame. While all valid feelings, you are encouraged to approach a new perception-riddled conflict by suspending judgment that your accuser is “out to get you.” This process sounds easy, but in theory it only works over time via constant practice.

Moreover, a Harvard Business Review  work place conflict article by Jeffrey Pfeffer suggests that a prepared employee is one who realizes that despite your best intentions, work place conflicts will happen because of competing employee agendas. This type of reality check will help keep staff grounded in the fact that while conflict happens, it is the effective management of these issues that makes or breaks an office environment.

In addition, effective workplace conflict management includes taking the time to assess issues using an unfiltered lens to determine if it is a personality conflict, actual harassment or a simple misunderstanding. Then you can determine if the conflict merits a full on blitzkrieg because of a potential hostile work environment versus a conversation with a peer about their concerns. The ability to leverage emotional intelligence and honest dialogue may result in a teachable moment for both you and your colleague.