The article emphasizes the importance of recognizing when employees need to take a break, even if they resist the idea. The author shares a personal experience where a team member appeared exhausted but insisted on waiting to finish a project before taking time off. The author intervened, insisting that the employee take a break immediately. Upon returning, the employee felt rejuvenated and expressed gratitude for the intervention. This highlights how leaders can sometimes see what employees might overlook about their own well-being. The piece also critiques workplace cultures that reward overworking. In Italy, for example, employees have separate pools for vacation days and personal hours. The author faced a situation where a team member had accumulated many personal hours, and management suggested paying them out instead of encouraging time off. The author rejected this, arguing that it fosters burnout and unhealthy work habits. Drawing from past experiences, the author emphasizes that leaders should not only focus on immediate productivity but also prioritize long-term employee health. Practical guidelines are provided for leaders to help prevent burnout. Monitoring vacation day usage is essential; a significant accumulation can indicate underlying issues. Leaders are advised to watch for signs of fatigue, such as reduced responsiveness or participation. Instead of leaving the decision to employees, enforcing structured time off can relieve them of the burden of choosing when to rest. The author stresses the need to lead by example — if leaders don’t take time off, teams are unlikely to feel comfortable doing so. These practices contribute to a healthier work culture that values employee well-being.