Shashank Nizam

People were coming back and participating in meetings like they had not previously.

And we see this uptick in general in employee happiness.

Like, you know, if I ask them, how happy are you after the week off?

You can see the smiles.

You can see, oh, you know, I'm an 8 out of 10 or 9 out of 10 today rather than completely burnt out and exhausted.

And here at Simply Flying, because different people are taking different times off at different times of the year, everyone is bringing back a different type of energy, a positively different type of energy, which is needed on a constant basis.

Someone just had a week off a week ago and they come back fully refreshed.

rejuvenated and happy to continue to work.

And that affects the mood of every single person in the team, which I do not think can be achieved if you're taking two to three weeks off a year or you're taking six weeks off in the middle of the year.

I truly believe this can be implemented by any company with less than 100 employees.

And you can implement this by staggering the week-offs, ensuring that everyone has great visibility on who is off which week.

I need to know seven weeks out when you will be off.

So, for example, for my staff, I know six months in advance when someone is going to be off.

The clients know months in advance and weeks in advance when someone will be off.

So, first, transparency is key.

Second...

You don't have to implement the model exactly like we are doing it.

Please iterate based on your organization.

Absolutely.

And you will see impacts and results that I may not have seen.