????米歇爾?李是紐約市普華永道會計師事務所（PwC）的稅務合伙人。她有一個愿望清單，希望到六十歲的時候，能游覽100個國家。到目前為止，她已經游覽了65個國家——包括加拉巴格群島和馬丘比丘，還去南非海岸完成了潛水探險，與鯊魚來了一次親密接觸。今年的計劃是：11月份去巴厘島居住一周時間，完成沖浪課程。

????最有趣的是，她每次出行的時候，都盡量把智能手機放在一邊。李說：“我通常會有意選擇手機信號比較差的地方。我喜歡去遙遠的地方，不論是從精神上還是從身體上。”

????現在，能做到這一點的人似乎越來越少。比如：在線會議公司TeamViewer和哈里斯互動公司（Harris Interactive）對1,094名全職員工進行的調查顯示，2012年，在職美國人有52%預計會在度假期間工作。而今年，這一數字增加到了61%。其中，有40%表示，他們會閱讀與工作有關的郵件，而54%預計會回復公司的短信息和電話。

????五年前，普華永道高層確定了一件事，如果公司30,000名（現在為37,000名）員工集體休假，完全遠離工作，那么等他們回來之后，他們會更有精神，效率也會更高。普華永道執行董事珍妮弗?艾琳回憶道：“有一年秋天，公司非常繁忙。我們擔心如果中間不休息，直接進入繁忙的春季，員工們可能會精疲力竭。于是，在12月份，我們連續放了10天假，鼓勵他們完全遠離工作。許多員工告訴我們，那是他們度過的第一個沒有工作打擾的假期。”

????那次嘗試非常有效，度假結束后，員工全都精力充沛，于是“不插電”的假期成了普華永道公司文化的一部分。這種做法之所以可行，一個原因是，整個團隊和部門在大型項目之間同時休假，這樣就不會出現下面這樣的情形：留在辦公室的人拼命聯系坐在海灘上愜意享受的同事。

????米歇爾?李認為：“它確實需要提前進行大量計劃和溝通。但通過努力和練習，幾乎任何團隊都能夠做到。”米歇爾?李負責管理約40名下屬。她推薦了下面三個步驟：

1. 計劃休假時間時，邀請客戶參與，包括內部客戶。李說：“對于大客戶，我們會在一個大的日歷上，寫下他們的放假時間和我們計劃的假期，然后把日歷發給所有有關人員。這樣一來，所有人提前都知道了，何時可以找到相關人員。”此外，在每次啟程前往未知的地方之前，她都會向客戶和其他參與具體項目的普華永道員工發送提醒函：“他們可能忘記你什么時候休假，所以提醒函可以讓他們有機會在你離開之前，提出問題或者他們關心的事情。”

????Michelle Lee, a tax partner at PwC in New York City, has a bucket list. She wants to visit 100 countries by the time she's 60. So far, she's taken vacations in 65 of them — including a journey to the Galapagos Islands and Machu Picchu, and a shark-diving expedition off the South African coast. This year's plan: A week-long sojourn to Bali in November, complete with surfing lessons.

????The best part is, she makes it a point to ignore her smartphone when she travels. "I've often deliberately picked locations with really bad cell reception," says Lee. "I like to get far, far away, mentally as well as physically."

????Fewer and fewer of us, it seems, manage to do that. Consider: In 2012, 52% of employed Americans expected to work during their vacations, according to a survey of 1,094 full-time workers by online-meeting firm TeamViewer and Harris Interactive. This year, that figure climbed to 61%. Of those, about 40% said they'd be reading work-related emails, while 54% anticipated fielding texts and phone calls from the office.

????Five years ago, top management at PwC decided that the firm's 30,000 (now 37,000) employees would come back more refreshed and productive if they got away from work altogether. "We had had a particularly hectic fall, and there was concern that people would burn out if we went straight into our spring busy season without a break," recalls Jennifer Allyn, a PwC managing director. "So, over the December holidays, we gave everyone 10 consecutive days off and encouraged them to unplug completely. Many employees told us it was the first work-free vacation they'd ever had."

????The experiment was so effective at recharging people's mental batteries that unplugged vacations have since become part of PwC's culture. One reason it works is that entire teams and departments take off all at once, in between major projects, so that no one's stuck back in the office trying to reach a colleague who's sitting on a beach somewhere.

????"It does take a lot of planning, and a lot of communication, in advance," notes Michelle Lee, who manages about 40 direct reports. "But with some effort and practice, almost any team could probably do it." She recommends these three steps:

????1. Involve clients, including in-house customers, in scheduling time off. "With big clients, we write their time off, as well as our own planned vacations, into one big calendar that we send to everyone concerned," says Lee. "That way, everyone knows ahead of time who will be available when." She also sends reminders to clients, and other PwC employees involved in specific projects, before taking off to parts unknown: "People tend to forget when you're leaving, so reminders give them a chance to raise any questions or concerns before you go."