Your team member refuses to take time off to recharge. How can you approach the conversation effectively?

Well, for a long time, I was the one who had to be approached to take time off and recharge. I felt that when I stopped or slowed down, or if I did take time off, I was letting the team down. The conversation was straightforward with a little humor. They said Erica, chill, you're making the rest of us look bad lol. How does it look if we took 15 days of this year and some more, and here you are at 4? I took a week off and felt great. Now I did sneak on, and they threatened to kick me off Slack, but I'm grateful for them. Now I purposely schedule my time off each year so that I can travel, but also leave some days for emergencies like my kiddos getting sick or myself getting sick.

Encouraging a team member to prioritize their well-being can be delicate but essential for maintaining a healthy work environment. Talk to them and express genuine concern for their health and productivity and highlight the importance of recharging and the positive impact on performance. Togethet plan their workload to allow time for rest while reassuring them that their contribution is valued. Create a supportive space for dialogue, helping them understand that prioritizing self-care aligns with the team’s success.

I’ve been that team member — the one who wouldn’t take time off because I thought everything would fall apart without me. So when I see it in others, I get it. In the fast-paced world of apparel manufacturing and printing, deadlines can feel endless. But I learned (the hard way) that rest isn’t a luxury — it’s fuel. Now, when a teammate resists taking a break, I don’t just tell them to unplug. I show them they can. I step in, cover for them, and remind them they’re part of a team, not a machine. Sometimes, all it takes is knowing the work won’t collapse — and that someone’s got their back. How do you create a culture where rest is respected? Let’s connect and exchange ideas. #JasonPrintingExpert #OptimizationProcesses

Cultivating an open dialogue with a team member who resists taking time off is essential because it builds psychological safety, uncovers hidden concerns, and helps you tailor support—ultimately preventing burnout and strengthening engagement . By listening without judgment, you demonstrate respect and trust, which encourages honest sharing of fears or misconceptions about taking leave . This approach shifts the conversation from “permission” to “partnership,” enabling you to collaboratively design a recharge plan that aligns with both individual well‑being and team continuity. By choosing Open Dialogue, you move beyond directives and build a foundation of trust.

Instead of talking to that particular member about the issue we can start a open conversation and include all members and talk about it anonymously so stress importance of taking a break to the entire team that might give the member some confidence that we are ready to support him so he might be more verbal with us on what's going on. This can make him feel comfortable.

Open dialogue isn’t just about saying the right words, it’s about regulating your own energy so the other person feels safe enough to tell the truth. The most powerful opening is often the simplest: “I’ve been noticing something and I’d love to hear how you’re experiencing it.” When presence is clean, people speak freely. When it’s loaded, even with good intent, they hold back. The invitation has to be felt, not just spoken.

When someone refuses time off, I don’t treat rest like a perk, I treat it like part of the job. No one does their best work when they’re running on empty. Fatigue shows up in small ways, slower replies, missed cues, short patience and it adds up. I’ve had to say, “Burning out doesn’t make you stronger. It just makes everything harder.” Stepping back is not quitting, it’s resetting. Rest is how you protect your focus, your energy, and your ability to show up for the work that matters.

I often preach that a happy, healthy you makes your household stronger—which, in turn, allows you to show up at work with more focus, creativity, and clarity. Like the old saying goes: put your oxygen mask on first before helping others. The same goes for refilling your own cup—how can you truly make an impact when you're running on fumes? As leaders, it’s not just about encouraging others to take care of themselves, but also about modeling that behavior and fostering a team culture that values rest, balance, and mental space. That’s where the real innovation and meaningful work happens.

Pointing out that having them at 100% and at their best is way more valuable to the rest of the "company" if you're reaching burnout you're not all in everyday. We don't want you to lose the "spark" take some time for yourself we can reattack these problems when you get back

How do we support our people embracing (staying away from the digital tether AND the office)? The first step is to assure them that neither the project nor their position in it is in danger due to their time away. We do this by clearly defining the delegation of tasks while they are gone and give them a voice in that planning. And just as importantly, enable that person to be provide similar support when others need their breaks. By creating that bond between people (I will gladly help cover your absence as you have covered mine), we engender commitment to the team and their individual well-being.

The first sentence of this suggestion is off. It reads: "offer tangible support by suggesting ways to manage their workload while they are away". When someone is away, it is not their job to manage the workload. Yes, it should be organized ahead of time, but this shouldn't be complicated. After living in the EU for 12 years of my adult life, I saw how easy it is for things to be redistributed while people take 2+ weeks off a time. We don't need to reinvent the wheel here, we need to look toward how other systems are getting it done and then make adjustments.

For the last 2+ years, I have prioritized well-being by using my PTO to pre-schedule a Mental Health Monday (MHM) once each month. My team and organization know this is a cope-ahead strategy that has worked for me to prevent burnout. In 2021, burnout led to devastating physical symptoms which required an extended period off work with less than 48 hours of notice. I encourage others to learn from my experience and role model with self-care in ways I can control vs only when in crisis. I love Mondays because the kids are back at school and I get an extra day on the weekend for me. You'll likely find me at Pilates and a local independent bookstore!

Excellent point! Prioritize punctuality by starting and ending work on time. Consider integrating short breaks or a home office setup to boost productivity after completing daily tasks.

When a team member refuses to take time off, it’s rarely just about workload—it often signals deeper concerns around trust, expectations, or perceived pressure. As leaders, how we role model rest and recovery matters. If we glorify overwork or never take a proper break ourselves, it sets an unspoken standard that rest is optional—or worse, a sign of weakness. Effective conversations start with curiosity, not judgement. Ask what’s making it hard for them to step away. Reassure them that recharging isn’t a luxury—it’s a necessity. Most importantly, walk the talk. When we lead by example—taking time off and setting healthy boundaries—we give others permission to do the same. Sustainable performance starts with a sustainable culture.

Not taking time off is often a symptom of something deeper — and we need to pay attention. The first step is understanding the situation, not jumping to conclusions. It might be a simple reason or a mix of factors. Starting with a solution in hand can backfire. Instead, assess the context and have an honest conversation to validate your assumptions. If there’s no one to delegate to, it’s on us to fix that. If delegation is the issue, it’s a chance to coach and support — for well-being and team resilience.