Johnny C. Taylor Jr. tackles your workplace questions each week for USA TODAY. Taylor is president and CEO of SHRM, the world’s largest trade association of human resources professionals, and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”
The Question
I’m feeling burned out and know I need time off, but in my workplace, being constantly available seems to be valued. I worry that taking PTO could hurt how I’m perceived, especially with advancement opportunities in play. How do I decide if it’s worth it to take some time off? – Rylan
Johnny’s Answer
In most cases, the answer is yes. Taking the paid time off you’ve earned is part of sustaining strong performance, not a sign you’re less committed. The key is using it intentionally and responsibly.
At SHRM, we’re seeing unprecedented levels of employee burnout, particularly among younger workers and managers. That’s concerning because burnout doesn’t just affect individuals. It reduces engagement, innovation, decision-making, and ultimately business performance. Smart employers recognize that rest and recovery aren’t rewards for working hard. They’re investments in sustaining high performance.
That’s why I talk about work/life integration rather than work/life balance. The goal isn’t a perfect 50/50 split. Real life doesn’t work that way. The goal is finding a sustainable rhythm where work and personal responsibilities can coexist without one consistently overwhelming the other. That might mean stepping away for a doctor’s appointment and making up the time later, or leaving early for your child’s recital and finishing a project after they’re asleep. Building that flexibility into your routine before burnout sets in makes you better equipped to handle the inevitable demands of both work and life.
How to Take PTO the Right Way
That said, taking PTO also comes with responsibilities. Your team carries your workload while you’re away, so plan your time off as thoughtfully as you would any important project. When possible, avoid scheduling extended absences during critical business periods. Communicate early, make sure your work is covered, and leave your colleagues with clear information about what they may need while you’re gone. When you prepare well, your absence shouldn’t create unnecessary stress for everyone else.
If your organization genuinely discourages employees from using earned PTO despite saying it values well-being, pay attention to that. A culture that expects people to perform at their best while discouraging the recovery that makes high performance possible isn’t sustainable. It’s worth asking whether that’s an environment where you can continue to grow and build a long-term career.
My best advice is this: Use your PTO the way high performers use every other resource ‒ intentionally. Plan, communicate, and leave your team set up for success. The best leaders I know never apologize for taking time off. They prepare so well that the work continues without disruption. That kind of planning doesn’t hurt your chances for advancement. If anything, it demonstrates the judgment, professionalism, and leadership organizations value most.
The views and opinions expressed in this column are the author’s and do not necessarily reflect those of USA TODAY.
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