The Long Summer: What Real Vacations Taught Me About Leadership, Recovery, and Perspective

Some childhood privileges only reveal their true value decades later. For me, one of those were the long summer vacations—three to four weeks each year, spent traveling across Europe, completely disconnected from the routines of everyday life.

At the time, it felt normal. Today, it feels almost unimaginable.

Growing up in Europe, my parents made it a priority to take extended summer vacations. Spain, Denmark, Norway, Sweden—each year brought a different destination, but the structure was always the same: we left, and then we were gone.

There was a small ritual at the beginning. On the way out of town, we might stop by my father’s office so he could drop off some last-minute documents or finalize something before departure. And then, quite literally, the connection ended.

No emails. No calls. No messages waiting. No expectation of availability.

We traveled, explored, and simply existed in a different rhythm. Days were shaped by where we were, not by what needed to be done elsewhere. Time stretched. Moments lingered.

As a child, I didn’t think much of it. It was just summer.

Only much later did I realize how complete that disconnection really was—and how rare it has become.

Today, as a working adult, the contrast is striking. Vacations often shrink into a week. And even then, they are filled with “just one quick call,” “urgent emails,” and the quiet pressure to remain accessible.

What I once took for granted has become a powerful lesson in leadership, productivity, and sustainability.

1. True recovery requires full disconnection.

A vacation that includes constant check-ins is not a vacation—it’s a relocation of work. What those long summers provided was genuine recovery: mental, emotional, and physical.

In leadership, recovery is not optional. Burnout doesn’t announce itself loudly; it accumulates quietly. Leaders who never fully disconnect eventually lose clarity, creativity, and effectiveness.

2. Distance creates perspective.

Being away for several weeks created a natural detachment from day-to-day concerns. Problems that felt urgent before departure often looked different—or smaller—upon return.

In business, stepping away is one of the most effective ways to gain perspective. Constant proximity to issues can distort their importance.

3. Organizations should not depend on constant availability.

My father’s ability to leave—truly leave—meant something important: the system he was part of could function without him for a period of time.

That is a powerful leadership benchmark. If a business cannot operate without constant oversight, it is fragile. Strong organizations are built to sustain themselves, not to depend on continuous intervention.

4. Energy, not time, drives performance.

Extended time away didn’t reduce productivity—it enhanced it. Returning from those vacations brought renewed energy, sharper thinking, and greater focus.

In business, leaders often optimize for hours worked rather than energy available. The former is finite; the latter can be renewed.

Looking back, those long summer trips were more than family vacations. They were an early lesson in balance, even if I didn’t recognize it at the time.

The principle remains clear: stepping away is not a luxury. It’s a requirement for sustained performance, clear thinking, and effective leadership.

Sometimes the most productive thing a leader can do is nothing at all—for long enough to remember what matters.