Recent comments from Stuart Machin, the M&S CEO, suggesting that bosses shouldn’t really forget about work while on holiday have reignited a familiar debate: should leaders ever truly switch off?
Leadership Isn’t One-Size-Fits-All
Since launching Purbeck in 2017, I’ve never set an out-of-office. That includes time spent on my honeymoon, family holidays, and attending important life events like weddings and funerals. But that’s a personal choice—not a benchmark I expect others to follow. The danger in broad statements about “what bosses should do” is that they can quickly become cultural expectations. And once that happens, they start shaping behaviour in ways that may not be healthy or sustainable.
The Case for Staying Lightly Connected
For me, like many business leaders in the SME sector, staying lightly connected while on leave works. I’ll often spend a bit of time early in the morning clearing emails or taking the occasional call if something needs my input. It gives me peace of mind. Knowing things are under control helps me properly relax. It also means I return to work without a backlog, which benefits both me and the business. When you’re deeply invested in what you’ve built, that level of connection can feel natural rather than burdensome. But that doesn’t mean it’s right for everyone.
Culture Over Compliance
What matters far more than whether someone checks emails on holiday is the culture you create around it. At Purbeck, I actively encourage the team and especially our directors, to switch off, take proper breaks and enjoy the lives they’ve worked hard to build. If they choose to stay connected, that’s their call. If they don’t, that’s equally supported.
Crucially, we don’t reward one behaviour over the other. The moment you start favouring those who are always “on,” you create an unspoken expectation that can lead to burnout, resentment, and ultimately a weaker culture.
Context Matters
It’s also important to recognise that not all organisations are comparable. Running a growing business is very different from leading a multi-billion-pound PLC with institutional shareholders. The pressures, governance, and expectations are on entirely different scales. So while Stuart Manchin’s perspective may reflect the realities of his environment, it doesn’t necessarily translate to every business or every leader.
Flexibility Builds Trust
This philosophy extends beyond holidays. If someone needs time during the working week to deal with life admin such as arranging a boiler to be fixed, attending an appointment, or simply avoiding unnecessary travel, we support that. Protecting personal time, especially weekends, is important.
We’ve never had issues with productivity or commitment. And that’s not by accident, it’s the result of hiring the right people and trusting them to manage their responsibilities.
The Bottom Line
Working on holiday should be a personal choice. Great leadership isn’t about constant availability; it’s about creating an environment where people can perform at their best over the long term. For some, that includes staying lightly connected. For others, it means fully switching off.
Both are valid. The real measure of success isn’t whether your out-of-office is on—it’s whether your culture allows people to thrive.
