This Indian-origin VP uses his vacations to determine if he's hired right people: 'It's crucial...'

Reflecting on the need for regular vacations, Gopal Shenoy challenged those who feel compelled to stay connected.

For some leaders, taking time off isn't just about rest—it's a strategic assessment of team autonomy. Gopal Shenoy, who works as Vice President of Product at Wiser Solutions, recently outlined his approach to balancing leave with effective leadership, sharing how he uses vacation as a barometer of his hiring choices. “Every time I return, I’ve been reassured that my team can step up and make decisions independently,” he told Business Insider, attributing this to preparation, trust, and delegation.

Shenoy sets an example by taking three to four weeks of leave per year. While away, he remains almost completely off-grid, only checking in if critical issues arise. “If the house is on fire, call me. Otherwise, speak to my boss,” he told colleagues, underscoring that urgency, not routine, should drive contact. Similarly, he ensures his own direct reports take fully unplugged vacations, making clear they’re not expected on Slack or email.

In anticipation of leave, team members often notify colleagues via Slack status updates or emails to facilitate any advance coordination. Before heading out himself, Shenoy identifies trusted staff to answer questions usually directed to him, reinforcing his belief in succession planning. “It’s crucial that someone is prepared to step into my role temporarily,” he added, citing this preparation as a test of resilience and self-reliance within the team.

Reflecting on the need for regular vacations, Shenoy challenged those who feel compelled to stay connected. He believes such behaviour often stems from one of three issues: a tendency toward workaholism, a need to micromanage, or gaps in team performance. “If you constantly check in, are you micromanaging, or do you lack the right team?” he asked. While rare, he acknowledged some instances justify occasional check-ins—particularly at senior executive levels, according to the report in Business Insider. 

He also recommended leaders make detailed preparations before leaving, listing tasks and ensuring others know who to approach in his absence. This habit, he argued, builds team confidence and decision-making strength, reducing dependency on constant oversight. However, he noted that those requiring more direction should be briefed carefully to avoid missteps during his leave. If performance remains subpar despite guidance, Shenoy acknowledged, “You may face larger performance issues.”

A strong proponent of work-life balance, Shenoy advised others to prioritise leave as he now does. Looking back, he expressed some regret over prioritising work in his early career. “My kids have grown up and moved out—I should have spent more time with them,” he shared. Today, he encourages others to take time off, insisting that “work will always be there.”