Gen Z Manager Shares Why She Declines Time Off Requests—And Why Her Team Still Trusts Her

At first glance, Elizabeth Dempsey-Beggs might seem like the type of manager who’s quick to deny time off requests. But her reasoning runs deeper than policy—it’s about purpose. The 28-year-old went viral on TikTok after explaining her belief that time off should be reserved for rest, joy, and recharging—not for handling emergencies.

A former Army officer and now a director of sales, Dempsey-Beggs has led teams in high-pressure environments. She’s turned down requests for time off related to medical situations, family issues, and personal crises. Instead of routing those through HR, she encourages her team to take the time they need—no paperwork, no questions asked. “That’s not time off,” she says. “That’s just life.”

Her leadership style, grounded in her military background and shaped by life as a working mom, centers on servant leadership, open communication, and trust. “My job isn’t to have people work for me,” she says. “It’s to work for them.”

She recalls a pivotal moment during her Army service when her baby’s health monitor triggered an alert just before a major meeting. Though she hesitated to leave, her superior insisted: “A meeting can wait. A baby cannot.” That moment, she says, reminded her that people always come first.

Now leading a remote sales team, Dempsey-Beggs operates on trust and outcomes. Her team works independently, and as long as performance meets expectations, she doesn’t micromanage. “It’s a performance-based role. I don’t need to know what they’re doing every hour of the day,” she says. “But I hire for that. I look for people who won’t abuse the freedom.”

She’s firm in her belief that planned time off should be preserved for rest. “Imagine saving for a once-in-a-lifetime trip and then losing all your time off because of a medical emergency. It’s not fair,” she says. Instead, she gives her team the space to step away for emergencies—without dipping into their vacation.

Dempsey-Beggs also acknowledges the invisible workload many of her employees carry. “We work to live, not live to work. But so many people don’t have the support systems that older generations took for granted—like a stay-at-home spouse. After work, they’re still working: errands, housework, caretaking.”

Her refusal to require documentation for time off reflects that same philosophy of trust. “If someone lies to me about why they need a day off, I take that as a failure on my part as a leader. It means I haven’t made them feel safe telling the truth.”

The goal, she says, is to create a workplace where people are honest, productive, and respected—without fear of judgment when life gets messy. “If your dog gets hit by a car and I make you come in anyway, you’re already halfway out the door,” she says.

Her message to other leaders is simple: “Do you want an employee who resents you and gives the bare minimum, or one who feels cared for and gives their best?”