Your Business Should Be Able to Survive Your Vacation

This summer, I took the kind of vacation many business owners dream about but struggle to imagine actually taking: three uninterrupted weeks traveling across Asia, visiting four countries along the way.

For three weeks, I was not checking in on clients, troubleshooting operational issues or keeping one eye on my inbox in case someone needed me to make a decision. I was not working remotely from hotel rooms or squeezing calls in between excursions. I was simply away and fully present for the experience.

And when I came home, I did not return to a disaster. My clients had been supported, the work had continued, revenue had not fallen apart and there was no mountain of emergencies waiting for me.

For many of the AEC executives I work with, that may be the least believable part of this story.

“That Would Never Work For Me”

I can already hear the objections: “My clients expect me to be available.” “My company is too complicated.” “My team is not ready.” “I would spend the entire trip answering emails.” “I would need another three weeks just to catch up.” 

These are not unreasonable concerns. Most firm leaders carry significant responsibilities, and many have spent years becoming the person everyone turns to. Clients trust you. Employees depend on you. You know the history behind the decisions, the personalities involved and the risks no one else sees yet. That can feel like leadership. But sometimes, it is dependency wearing a leadership costume.

If the business cannot function without you for more than a few days, the problem is not your vacation plans. It's that too much of the company’s capacity still lives inside one person. That may sound blunt, but it is also fixable

The Goal Is Not to Become Unnecessary

When I talk to executives about stepping back, there is often an emotional component that does not get acknowledged. Being needed feels good. It is satisfying to have the answer, resolve the conflict or step into a difficult situation and get everyone moving again. Many leaders genuinely enjoy being close to their people and involved in the work, and there is nothing wrong with that. 

The problem begins when being needed becomes the primary evidence that you are valuable. 

A strong leadership team should eventually be able to handle situations that once required you. Employees should grow into decisions you used to make. Clients should trust more than one person at the firm. That progress can create an unexpected reaction: pride mixed with discomfort. You may be pleased that the company is becoming more capable while also wondering where, exactly, that leaves you. 

The answer is not that you have become unnecessary. It is that your role needs to evolve. Your highest value as a leader is rarely found in being the only person who can solve today’s problem. It is found in creating the team, clarity and structure that allow the company to solve tomorrow’s problems without waiting for you.