Kelly's Culture

What Can the Sports World Learn from Other Industries’ Sabbatical Policies?

9 Min. Read

In the fast-paced, high-pressure world of sports and entertainment, front-office executives face intense demands with little respite. Historically, the summer months were a time to catch a breather for most sports, but now this period is flooded with additional responsibilities as teams prepare for summer concerts and community engagements. Sports have always been a 24/7 business, but it has now expanded to a year-round commitment. Consequently, for many leaders, the idea of taking a short vacation seems unattainable. In this high-stakes environment, where every decision can impact the season's success, the thought of an extended leave feels nearly unimaginable.

Over the last year, I’ve observed a notable trend among friends and former colleagues across various industries (excluding sports) who have shared news about their upcoming sabbaticals. Their reasons for stepping away are diverse: some plan extensive travel, others aim to gain certifications or engage in passion projects, while many see it as a critical reset after years of high-pressure roles. A unifying theme in their stories is the institutional support behind their sabbaticals, with organizations recognizing the value of giving employees time off to rejuvenate. This raises an intriguing question: could sports front offices find value in adopting this practice? While the concept of a sabbatical is well-accepted in fields like tech, academia, and non-profits, it remains almost unheard of in sports. Yet, as I delve deeper into the conversations, it becomes evident that sabbaticals could offer precisely the recharge and long-term benefits that sports organizations need.

As sports organizations increasingly prioritize employee wellness and sustainable career paths, it's worth examining what the sports world could learn from other sectors' successful sabbatical policies and how these might be adapted to benefit front-office teams.

The Case for Sabbaticals in Sports

Sabbatical is defined as an extended period off from work granted to an employee for research, travel, or professional or personal growth; it can be paid or unpaid—though paid is always ideal—and lasts from a few weeks to months. The concept of sabbaticals has increasingly gained traction as companies recognize the value of offering employees a meaningful pause from work to recharge and pursue personal goals. Research from the Society of Human Resources (SHRM) and PayChex underscores the potential benefits of a sabbatical in combating burnout, enhancing retention, and attracting new talent. This presents a hopeful prospect for the sports industry, suggesting that sabbaticals could be a powerful tool in addressing burnout and improving employee well-being. 
Burnout in the workplace is not new, but it has worsened recently. In its 2024 Employee Mental Health Research Series, SHRM reported that out of 1,405 U.S. employees surveyed, 44% experience burnout at work, 45% feel emotionally drained by their job, and 51% feel exhausted by the end of their workday. Research from Future Forum found that women are more likely to experience burnout than their male counterparts. According to Gallup, burnout leads to significant impacts, such as employees taking unexpected leave, resulting in an estimated $47.6 billion per year in lost productivity. The high costs and personal toll of burnout make it clear that organizations must explore more sustainable solutions. Offering sabbaticals not only addresses the need for deep rest and rejuvenation but is also a powerful tool for attracting and retaining top talent in an increasingly competitive market.

In other industries, sabbaticals are often seen as both a reward for loyalty and a necessary mental reset to prevent burnout. Today, sabbaticals are commonly linked to the academic world, with Harvard University reportedly initiating the practice in 1880. Since then, US collegiate institutions have become synonymous with sabbatical leave. Additionally, Fortune 500 corporations and people-first-minded companies have been known to offer employees extended leave associated with a specific tenure at the company. 
In their article HR 101: Let’s discuss sabbaticals, HR Brew highlights the history of companies increasingly turning to sabbatical programs to support employee well-being and retention. For instance, Intel, one of the first Silicon Valley companies to adopt sabbaticals, allows eligible employees four weeks of paid leave after four years or eight weeks after seven years of service, a practice that dates back to its founding in 1969. By the mid-1980s, leading companies like Xerox, IBM, Wells Fargo, and McDonald’s were among the 13% of U.S. employers that offered some form of paid sabbatical. In the early 2000s, 23% of U.S. companies offered paid or unpaid sabbatical leave, according to SHRM data cited by the New York Times. Unfortunately, SHRM data showed that by 2019, only 11% of employers offered unpaid and 5% provided paid sabbaticals.

Organizations should revisit these programs as a tool to increase their competitive edge. Let’s take Intel, for example: “the tech giant’s turnover rate has been just 5.6% since 2021, compared to the 13.2% turnover rate for the industry. Amber Wiseley, Intel’s VP and head of global benefits, told HR Brew that she believes the sabbatical benefit has played a part.” This success story at Intel validates the growing interest in sabbaticals among companies. Still, I would turn their attention to millennial and Gen-Z talent to offer additional reassurance to other organizations.

The workplace landscape is rapidly evolving, driven partly by a generational shift toward prioritizing mental health, work-life balance, and personal well-being. This shift is especially evident in the emerging popularity of sabbaticals among young professionals. Addeco says, “the allure of sabbaticals as a job perk continues to grow, particularly among millennials and Gen-Zers who value travel and life experiences outside of work.” In January 2024, 8% of workers aged 22-26 and 7.6% of workers aged 27-34 took a sabbatical—a sharp rise compared to just 1.7% of the younger cohort in 2019. This change illustrates a growing trend among early-career employees toward taking intentional breaks to recharge and prioritize personal well-being. According to recent reports, high levels of disengagement among younger workers—particularly those from Generation Z—have led to elevated attrition rates, suggesting that traditional work models may no longer meet the needs and expectations of younger generations.

Work-life integration and a healthier culture of well-being are central factors in the career decisions of Gen Z talent, who actively seek employers that respect these values. Sabbaticals offer one path to meeting these demands by allowing employees to step back, recover, and reinvigorate their personal and professional lives. They are increasingly becoming a valuable tool for attracting and retaining young talent. By embracing sabbaticals, companies can better align with Gen Z's and Millennials' evolving priorities, fostering a workplace culture that supports long-term engagement and loyalty.

Learning from Other Sectors

In exploring the successful sabbatical policies of other sectors, sports organizations' Human Resource leaders can uncover a blueprint for sabbatical leave. We’ll examine some of these established policies by industry, outline the benefits and skills, and discuss newly gained aptitudes that can drive forward-thinking changes across the sports industry.

Academia and Non-Profit Sector – Intellectual Growth and Perspective Shift

In academia, sabbaticals are commonly used for intensive programs of research and/or study, thus enhancing his or her effectiveness to the University as a teacher and scholar while simultaneously allowing them to stay current and relevant in their fields. Institutions such as Stanford or Michigan, both of which are renowned for their combined strong academics with business-like efficiency, offer paid sabbatical leave. The threshold varies from 6 years (Michigan) to 12 years (Stanford), with both institutions providing clear guidelines and rates of pay. Educational consultancy company Guild Education offers employees who have worked for the company for at least 4.5 years fully paid sabbatical leave of five weeks.
Front-office leaders may leverage their sabbatical to pursue academic endeavors, fostering intellectual growth and new perspectives. Whether exploring international sports models, teaching a semester at a local university, delving into niche areas like psychology in player development, or engaging with global thought leaders, this time can spark fresh, innovative perspectives that directly enrich a franchise's strategic vision and operational approach.

Tech and Corporate America – Innovation and Skill Building

Many tech and corporate companies offer unique sabbatical programs that promote personal and professional growth, setting them apart in employee benefits.  Patagonia, for instance, allows employees to take up to two months off to support environmental causes through its Environmental Internship Program. Tech giant Microsoft provides up to eight weeks of paid leave for employees with ten years of service, while Epic offers a four-week sabbatical every five years with funding for travel to new destinations for you and a guest. Salesforce encourages volunteerism, offering seven days of paid time off annually for community service. VistaPrint is rumored to grant employees a four-week sabbatical after five years, with additional leave earned through candidate referrals. Hilton’s Thrive Sabbatical and Thrive Reset programs support team members’ aspirations, offering paid leave along with grants to pursue dreams or recharge. These programs provide distinctive benefits that align with each company’s mission, reflecting a deepening commitment to employee well-being by creating opportunities for rest, exploration, and impactful contributions.

Comparable flexibility and well-structured programs can give sports executives holistic opportunities to enhance their leadership capabilities and innovation. Volunteerism can strengthen connections with fans and the local community. At the same time, global travel can offer valuable perspectives on international sports dynamics while enhancing strategic insights into building a growing global presence. These experiences also open avenues for collaboration with global brands, creating new revenue opportunities and solidifying the organization’s global reach and impact.

Adapting Sabbaticals to Fit the Sports Front Office

Transitioning sabbatical policies from other sectors to sports does require adaptation. A few best practices for making sabbaticals feasible in sports front offices might include:

• Mini-Sabbaticals: For employees with 5-10 years of consecutive experience or for roles where a year or even six months might be impractical, sports organizations might consider three-week to three-month "mini-sabbaticals" where front office leaders can still experience the rejuvenating benefits of time away without extensive absence from operations.
• Immersive Learning Sabbaticals: These sabbaticals encourage executives to undertake structured periods away from regular job responsibilities that permit employees to engage in transformative learning experiences. Utilizing various learning initiatives such as internal transfers, special projects, and stretch assignments allows employees to develop new skills, gain perspectives, deepen internal connections and leadership visibility, and contribute innovatively to the organization.
• Staggered Sabbaticals: To maintain operational efficiency, ensuring that no two key executives take sabbaticals simultaneously is essential. Sports franchises could implement rolling sabbaticals that align with off-seasons or periods of lower demand. This way, the organization can avoid gaps in leadership and ensure smooth operations.
• Project-Based Sabbaticals: These focus on executives working on an organizational-specific project during their time away. Examples could involve researching a new strategy, exploring a different market, or developing a particular initiative that the organization is interested in. After the sabbatical, the employee returns to share their findings and recommendations with the front office, directly contributing to the organization’s success. To be successful, organizations must have a clear focus, and employees must deliver tangible results that can help drive the organization forward.
• Brand Development Sabbaticals: Empower employees to enhance their brand while improving the company’s market position. Participants align their identities with the company’s mission, analyze brand positioning, and identify differentiation opportunities. They explore industry trends to strengthen the company’s reputation as a thought leader and seek partnerships to amplify brand exposure. Additionally, employees engage in the media circuit, speaking at major conferences like SXSW and SBJ Deal Makers to showcase the company’s innovations and values.

The Bottom Line: A Competitive Advantage

Implementing sabbatical policies could become a significant differentiator for sports organizations. The need for fresh, strategic thinking grows tremendously as the sports and entertainment business becomes increasingly complex. Implementing sabbatical methodologies or practices of other industries might be the key to cultivating healthier, more innovative, and ultimately more successful sports organizations. After all, a rejuvenated and inspired front office leader is better equipped to drive a franchise forward—on and off the field.

For those looking for real-life policies in our industry, turn to the following organizations for examples: 

• The National Basketball Association offers one month for ten years of service. 
• Wieden & Kennedy offers employees fully paid five-week sabbaticals for every five years of service
• Puma publicizes sabbatical leave on their career, although details are not public 
   

Author: Kelly Lewis