During Christmas, we support rest by reducing daily decisions and pausing work that is not urgent. Non essential approvals and updates are delayed so people can focus on rest and mental space. In one case, a planned rollout was moved to give teams time to fully recharge. This choice showed respect for energy and reminded everyone that work can wait without harm. We encourage people to disconnect fully and avoid checking messages during the holiday break. Leaders support this by stepping back themselves and setting clear limits for others. Clear boundaries build safety around rest and help people return more engaged and thoughtful. Over time, this mindset shapes healthier habits and shows that well being supports better work for everyone.
The single most meaningful way organizations can bring genuine humanity and rest into the workplace during the Christmas season is by enforcing a Mandatory Paid Day Off for Recharging. Many companies throw holiday parties or give out small bonuses, but those things do not actually address the stress of the end-of-year rush and the demands of the holiday season itself. They just add more things to the calendar. A mandatory day off, not attached to the normal holiday schedule, tells your staff that you see them as human beings who need to genuinely recharge their batteries, not just as cogs in a machine. At Co-Wear LLC, we schedule this day in the first week of December, when the business gets crazy, but before the real Christmas travel starts. Everyone must take that day off. We do not allow them to check in, and we do not expect them to catch up on emails. It is a gift of genuine rest. It reinforces the idea that their well-being is a core business value—a core purpose—and not something to be ignored when the sales numbers are high. That is real gratitude, not just a nice card.
Honestly, one of the best things a company can do around Christmas is simply let people slow down and not feel bad about it. Most people end the year exhausted. Deadlines pile up, everyone is trying to wrap things up, and stress is already high. So when a company says, in real actions not just words, that it's okay to ease off a bit, it really lands. Things like fewer meetings, shorter days, or even just saying "log off early if you can" make people feel trusted. I've also seen that gratitude means a lot more when it's specific. A general thank-you message is nice, but it doesn't stick. What people remember is when someone takes a moment to say, "I noticed how you handled that tough situation," or "You really helped the team get through a stressful time." That kind of recognition feels human and personal. Rest is another big one. Many people take time off but still feel pressure to stay online. During Christmas, protecting that downtime by not pushing last-minute work or expecting quick replies helps people actually recharge instead of just pretending to be on holiday. At the end of the day, Christmas already carries a warm, reflective feeling. When a workplace respects people's time and energy during this season, it builds trust and goodwill that lasts far beyond the holidays.
One meaningful way organizations can bring genuine humanity into the workplace during the Christmas season is by intentionally slowing down and formally protecting time for rest and appreciation. Structured year-end "pause weeks," where non-essential meetings are eliminated and workloads are intentionally reduced, signal trust and respect far more than symbolic gestures. Research from Gallup shows that employees who feel recognized and cared for are up to 21% more productive and significantly less likely to experience burnout, which becomes especially relevant during the holidays when mental fatigue peaks. Pairing this pause with personal expressions of gratitude from leadership—acknowledging effort, growth, and resilience rather than only outcomes—creates a sense of being seen as people, not just performers. In practice, this approach strengthens morale, preserves energy for the new year, and builds a culture where empathy is demonstrated through actions, not slogans.
One meaningful way organizations can bring genuine humanity into the workplace during the Christmas season is by intentionally creating space for rest without attaching it to performance or productivity metrics. In fast-paced environments, especially across learning and certification-driven roles, structured pauses such as company-wide recharge days or reduced learning deadlines send a powerful signal that people matter beyond output. Research from Gallup shows employees who feel their well-being is genuinely supported are 69% less likely to experience burnout, which becomes especially relevant at year-end when fatigue peaks. Simple gestures like closing internal meetings for a few days, encouraging uninterrupted personal time, or publicly acknowledging effort without linking it to KPIs help restore energy and trust. When rest is normalized rather than earned, it creates a culture of gratitude that lasts far beyond the holiday season.
As the founder of WhatAreTheBest.com, I understand the importance of genuine time off for employees. People need actual time off, which organizations should protect instead of making empty gestures. The organization needs to establish specific policies that include office closures during holidays, meeting cancellations for nonessential matters, and team instructions to avoid unnecessary email checks. The practice of rest becomes truly humanistic when leaders at the top level establish and maintain it as an organizational standard. Leaders who publicly recognize their team members' work while alleviating their private stress will help their team members experience deeper gratitude. Organizations demonstrate their human side during Christmas through their practice of giving back time to employees while they reduce work pressure and show their trust in staff members. People tend to remember their work experiences from the season more than any present or official statement they received. Albert Richer, Founder WhatAreTheBest.com
Rest during the Christmas season does not always mean shutting work down completely for everyone involved. It can mean giving people more control over how they work for a short time instead. Simple steps like flexible hours, lighter reporting or optional check-ins clearly show trust within teams. This approach helps teams feel respected while still meeting important daily responsibilities at work. In healthcare supply chains pressure rarely disappears during holidays or slower winter weeks. Giving people freedom to manage time can lower stress and reduce burnout quite quickly for many people. Trust encourages adults to act responsibly without being pushed by strict workplace rules. This sends a clear message that long term well being matters more than short term output for leaders.