Your team may dream of taking time off but are reluctant because they fear falling behind, feel they're burdening colleagues or hesitate because they're waiting on you to model the importance of vacations, writes Elaine Mak, the chief people and performance officer at Valimail. "Not only do leaders need to be upfront and unapologetic about taking their own time off, they must also advocate for others to do the same," Mak writes.

Put it into practice: Allay employee fears of getting behind on work by arranging coverage, putting flexible policies in place and talking regularly about the benefits of time away from work, Mak writes. "Celebrate and acknowledge when employees take time off."

Chris Cavallini, the founder of Nutrition Solutions, holds his employees to high standards and doesn't hesitate to deliver brutally honest feedback. "If someone can't take direct feedback about something they're not exceptional in without getting their ego bruised, they forfeit their ability to grow and certainly can't be part of my team," Cavallini says.

Put it into practice: While honest feedback can sting, keeping a calm and professional tone makes it clear that it's not personal. "Feedback is a currency, one that gives us the opportunity to grow without limits," Cavallini says.

Harness the best of remote workers by ensuring collaboration despite different locations, writes John Hall, the co-founder and president of Calendar, by setting clear expectations and establishing norms. "Communication and collaboration norms include everything from what tools to use to what calls for an immediate response," Hall writes.

Put it into practice: Even with video meetings, some communication cues may fall by the wayside when you're not face-to-face. "Always encourage coworkers to reach out if they have questions so misunderstandings can be quickly addressed," Hall writes.

Leaders who take the "low road" aren't interested in learning about their weaknesses and anyone else's perspective, says bestselling author and leadership expert John Maxwell, who notes that "high road" leaders want those around them to be honest and tell them what they may be missing in any situation. "That has to come from the top because people that don't have that permission won't usually be open enough to share it," Maxwell says.

The fedora worn by actor Harrison Ford in "Indiana Jones and the Temple of Doom" has been sold by film and TV memorabilia company Propstore for $630,000. The hat, made from sable-colored rabbit felt by the Herbert Johnson Hat Company in London, was also worn by its previous owner, the late stuntman Dean Ferrandini.

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The rise in the practice of "quiet vacationing" -- or taking time away from your job when your boss thinks you're working -- can be directly linked to whether the leaders of an organization are modeling the importance of time off and creating a culture that encourages it. The best leaders know that their people need a break -- an actual vacation where they're not thinking about work because they know when they get back, they won't be a week or more behind.

A Harris poll found that 76% of workers wish their organizations emphasized the importance of time away. Leaders are the ones who can make the change by taking time off themselves, ensuring work gets covered for team members while they're away and creating the flexible policies needed to create such a culture.

Elaine Mak, the chief people and performance officer at Valimail, writes that there are unexpected benefits to creating a culture that values vacation time. "For instance, employees who feel trusted and encouraged to take breaks will likely be more loyal and engaged. This can reduce turnover rates and nurture a more positive work environment. Additionally, focusing on well-being can enhance the company's reputation, making it more attractive to top talent."

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