Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Senior Leaders Use Sabbaticals as Career Strategy
Transcript
- Lucas: So earlier this year, a CFO of a Fortune 500 industrial company — I'm not naming her because she's still in the role, but it's a well-known name — told me she took a three-month sabbatical to sit in on classes at MIT. Luna: Wait — she just went to MIT for three months? Did she enroll in a program? Lucas: No formal program. She cold-emailed two professors who specialized in AI in manufacturing, asked if she could audit their courses, and offered to give a guest lecture on corporate finance. Both said yes. Luna: That is a level of boldness most people don't have. Lucas: Right. And here's the kicker: when she came back, the CEO asked her to lead the company's digital transformation initiative, which she'd never done before. The sabbatical made her the obvious internal candidate. Luna: So the time away actually got her promoted. That runs counter to every 'don't take a career break' warning we hear. Lucas: Exactly. And she's not an outlier. A 2025 survey by the Executive Leadership Council found that twenty-three percent of C-suite executives have taken a sabbatical of at least one month. And seventy-eight percent of those said it directly accelerated their next promotion. Luna: That's a huge percentage. But I have to imagine that's a self-selecting group — people who take sabbaticals are probably already high-performers who can afford to step away. Lucas: Fair point. But the survey also controlled for performance ratings, and the effect held. The real differentiator wasn't whether you were a top performer — it was whether you had a plan for the sabbatical. Luna: What does a 'plan' look like in this context? Not just 'I'm going to travel for three months'? Lucas: No, and that's the critical distinction. The executives who got the biggest career boost had a specific developmental goal tied to a skill their organization would need. AI, as in the CFO's case. Or board governance, if they wanted a board seat. Or a deep dive into ESG reporting. Luna: So it's less about rest and more about strategic reskilling. Lucas: Exactly. The rest is a byproduct, but the stated purpose has to be professional growth. And you have to be able to articulate that in one sentence when you come back. Luna: Let's talk about the stigma. Because I think a lot of senior leaders worry that taking time off signals they're burned out or not committed. Lucas: And that's real. But the data actually shows that sabbaticals are becoming more normalized in the C-suite. I've seen multiple CEO search mandates in the last year that specifically mentioned 'sabbatical taken' as a neutral or even positive data point. Luna: How do you frame it in an interview or on a resume? Most people just leave a gap. Lucas: Don't leave a gap. You write it as a professional experience line. For example: 'Sabbatical — MIT Sloan School of Management, January to March 2026. Audited graduate courses in AI applications for manufacturing, developed internal framework for predictive maintenance implementation.' Luna: That completely reframes it. It's not an absence — it's an assignment. Lucas: Exactly. And you should be able to talk about it the same way you'd talk about a past role: what you learned, what you produced, how it connects to the job you're applying for. Luna: What about negotiating a sabbatical with your current employer? That seems like a delicate conversation. Lucas: It is. But if you approach it as a retention investment, many boards are surprisingly open to it. I've seen senior VPs negotiate a three-month unpaid sabbatical after five years of tenure, with a guaranteed return to the same or equivalent role. Luna: Is there a standard way to propose it? Lucas: Yes. You present it as a win-win: the company retains a high-value leader who returns with new skills, and you get time to recharge and learn. You should have a written proposal that includes your plan, your expected outcomes, and how you'll stay minimally connected — maybe one check-in per month. Luna: And if they say no? Lucas: Then you have a signal. If you're a senior leader and the company won't support a well-structured sabbatical, that might tell you something about how they value long-term leadership development. But most boards are starting to understand that the alternative is you leaving entirely. Luna: It's almost like a pre-emptive retention tool. Lucas: Exactly. And it's cheaper than a retention bonus. Luna: I also wonder about the optics internally. If a senior leader takes three months off, does the team feel abandoned? Lucas: That's a real risk. The best practice is to appoint an interim leader from within, publicly empower them, and make sure the transition is clean. The CFO I mentioned had her deputy step up, and it actually accelerated his readiness for promotion — so it became a development opportunity for someone else. Luna: So the sabbatical becomes a leadership multiplier rather than a vacuum. Lucas: Right. And when she came back, she was more effective because she'd seen how the team operated without her. She told me she realized she'd been a bottleneck. Luna: That's a painful but valuable insight. Let's go back to the survey data — you mentioned seventy-eight percent got promoted. What about the twenty-two percent who didn't? Lucas: The ones who didn't see a boost typically had two things in common: either they didn't have a clear learning goal, or they lost touch with their network while they were out. You have to stay visible. Luna: How visible? Are we talking regular LinkedIn posts? Lucas: At least that. One executive I know blogged weekly about what she was learning during her sabbatical. It kept her top of mind with her board and with recruiters. When she came back, she had three inbound opportunities. Luna: So the sabbatical itself becomes a networking asset. Lucas: Exactly. You're not just gone — you're curating expertise and sharing it. That's very different from disappearing. Luna: You know, this reminds me of something I've been thinking about — and it ties back to the listeners who support this show. We get a lot of messages from senior leaders saying these episodes help them think through career moves they wouldn't have considered otherwise. Lucas: I hear that too. And honestly, this show exists because of that community. A small group of listeners chips in monthly through buy me a coffee dot com slash fexingo, and that's what lets us make these episodes ad-free and focused on practical strategy. Luna: Yeah, it's really that direct. No sponsors, no algorithm pressure — just conversations that help people navigate real career decisions. Lucas: And that means we can keep digging into topics like sabbaticals that don't get much mainstream coverage. Anyway — back to the practical side. Luna: So if someone listening is considering a sabbatical, what's the first step they should take this week? Lucas: Write a one-page proposal. Define the skill you want to build, the specific program or experience you'll pursue, and how it will benefit your organization. Then schedule a conversation with your board chair or CEO — not to ask for permission, but to explore whether they'd support it. Luna: Frame it as a conversation, not a request. Lucas: Exactly. And if they're receptive, you have a template. If they're not, you've learned something without having committed anything. Luna: That's a good framework. And it gives you a way to test the waters without burning bridges. Lucas: Right. Because the worst outcome isn't a 'no' — it's taking a sabbatical without a plan and coming back to find you've been forgotten.