The idea that vacations should be restricted to 1 or 2 weeks sounds like a good principle to protect the company when it is young and growing; however managing the line between firm policy and flexibility is important to successful growth. Throughout our history we have decided several times to draft vacation policies that we believed would protect our precious company from a resource shortage at a critical yet undefined time. Usually right around that time one of our employees comes to us asking for a 3 or 4 week vacation because they are getting married, going to the world cup or going around the world for a great friend’s wedding. It’s moments like these which revealed our leadership culture by forcing us to consider how to balance our employee and corporate health.
Like most modern software shops, Veriday has a healthy and diverse employee culture formed by individuals who like to travel, have immigrated from elsewhere and maybe a few who need to significantly recharge their batteries now and then. All of those elements including significant life events that we often share with our colleagues make for challenging vacation scheduling at times and sensitivity to important life needs that supercede the value of the corporation. So while we still have policies that are designed to protect the health of Veriday we have learned repeatedly to maintain a healthy amount of flexibility.