The Great CEO Holiday Debate: To Switch Off or Stay Connected?
The question of whether chief executives should fully disconnect during vacations has ignited fierce debate across corporate Britain. Marks & Spencer CEO Stuart Machin recently declared at the Business Leader Summit in London that he feels uncomfortable with senior leaders being completely "switched off" while on holiday, stating he personally maintains contact with work during time away.
The Case for Staying Connected: Security and Control
Proponents of maintaining connectivity argue that modern business realities demand constant vigilance. Sharron Gunn, CEO of BCS, The Chartered Institute for IT, emphasizes that cybersecurity threats have escalated dramatically, with GCHQ's National Cyber Security Centre now handling approximately four nationally significant cyber-attacks weekly—a sharp increase from 89 to 204 serious incidents annually.
"That's the reality we operate in," Gunn states. "When you're completely disconnected, there's always that voice asking: 'What's happening that I don't know about?'"
She cites the March 2025 Heathrow Airport power outage as a cautionary tale, when the airport's CEO was unreachable during a major operational decision affecting hundreds of thousands of journeys. "Events don't wait for the CEO," Gunn warns. "I'd rather spend a few minutes checking in than carry the stress of the unknown."
The Case for Switching Off: Preventing Burnout and Building Leadership
Opponents counter that constant connectivity represents a dangerous path to diminished judgment and personal sacrifice. Jana Zdravecka, executive director at Infinox, argues that "not switching off is a silent killer" that gradually erodes decision-making capabilities, energy levels, and personal relationships.
"There isn't a right or wrong answer here," Zdravecka acknowledges. "For some CEOs, not switching off works. But for many of us, switching off isn't a luxury—it's a requirement that enables high performance."
She emphasizes the distinction between being a boss and being a leader: "A boss being 'always on' might look impressive, but a leader builds something that functions without permanent presence. For some, the always-on CEO is inspiring. For others, it's more impressive to see someone who can step away, reset, and return sharper."
The Parental Perspective and Corporate Culture
Zdravecka highlights the particular challenges for executives with family responsibilities: "If you're a parent, there's a duty of care beyond any job title. You can't half-work and half-parent effectively—one will suffer."
She practices what she preaches within her own organization: "I encourage colleagues to switch off properly, and at times I insist on it. The real answer is simpler: know what you need, build your business accordingly, and don't assume your way is the only way."
The Verdict: Context Matters
While Machin's position offers "refreshing realism" about high-stakes business environments where emergencies like cyber-attacks demand immediate attention, critics question whether emergency scenarios should dictate normal practice.
The consensus suggests that sector-specific factors play crucial roles. In cybersecurity-sensitive industries or during genuine crises, limited connectivity might prove necessary. However, for most business contexts, leaders who cultivate trust in their teams and prioritize proper recharging periods ultimately demonstrate stronger, more sustainable leadership.
As the debate continues, one principle emerges clearly: successful leadership requires balancing organizational demands with personal sustainability, recognizing that different approaches suit different individuals and circumstances. The healthiest organizations likely accommodate both perspectives while prioritizing genuine emergencies over routine disruptions to executive downtime.
