How smart leaders protect careers during extended leave

A few years ago, one of my direct reports went on paternity leave.

While he was gone, I made 3 mistakes that derailed his momentum. (And I didn’t even realize I was doing it.)

Mistake #1: I took him off a big project.

We needed someone to backfill his role. So I reassigned it. When he came back, the project was someone else’s.

Mistake #2: I moved his desk.

His workspace was isolated. Perfect for an introvert who needed focus. While he was out, we reshuffled desks. When he came back, his new desk was in a high-traffic area.

Mistake #3: I changed his client list.

He’d been working with real estate clients. When he came back, I’d moved him to the restaurant industry. He had to start over.

Each decision made sense in the moment. But I wasn’t thinking about him. I was thinking about the people right in front of me.

This is proximity bias — and it derails careers.

The Problem

When someone goes on leave, they’re out of sight and out of mind.

You manage the people you see every day. So you make decisions without the person on leave.

When they come back, their career has been quietly derailed. (Note: This happens to women way more than men. Women tend to take longer parental leaves. Men often break it up into shorter chunks.)

This isn’t just parental leave. It’s medical leave, family leave, and any extended time away.

If you’re a leader, or even someone’s peer, you have to actively work against proximity bias.

The Big Small Thing

Use CAP: Communicate, Ask, and mind your Proximity bias.

C = Communicate (on their terms).

Before they leave, ask: “Do you want me to keep you in the loop on any big changes? Or hear about it when you get back?”

Most leaders default to: “I can’t bother them, they’re on leave.” But if it’s okay with them, keep them informed. Don’t let them come back to surprises.

A = Ask What Matters to Them.

Before they leave, ask:

• What projects are you most excited about?
• What clients do you want to keep?
• What priorities matter most?

Document it. When changes happen, make decisions with them in mind. You might not be able to grant every request (you have a business to run too), but their preferences can be an input.

P = Mind Your Proximity Bias.

Ask yourself: “Am I forgetting about the person on leave?”

Yes, business needs matter. But you can meet them while protecting the person who’s out.

For example: Instead of reassigning their project permanently, backfill temporarily and then offer them the option to rejoin. Or instead of changing their responsibilities when they get back, prioritize stability when they return.

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How This Helps You Get What You Want

When you protect someone’s career while they’re on leave, they’ll be loyal for years.

Let it fall apart? They’ll leave as soon as they can.

Most leaders don’t realize they’re doing this.

Now you do.