Last updated 13 November 2026. Published by Simple-Growth (Motherbase Limited).

You can take a proper holiday from your business when the few decisions only you can make are written down, everything else has a named owner, and one weekly number tells you at a glance whether things are fine. The way to find out is a planned two-week absence in which you check in once a week, not once an hour. Here is how to set it up in 30 days.

You started the business for income, time and freedom. If you cannot be away for a fortnight without the phone ringing, the business is giving you the first and taking the other two. This guide is part of our wider answer to how to get your business to run without you.

It is not a character flaw, and you are not alone. In an April 2026 survey by insurer BizCover of 1,500 of its Australian small business customers, 60% of owners working 60 or more hours a week said they had never taken a single week off while running the business (BizCover, Australia, 2026). A 2019 survey by 2degrees of more than 1,000 New Zealand SME owners and decision-makers found that 72% check work email or make calls on holiday and 38% struggle to switch off (2degrees via Scoop, New Zealand, 2019).

Read both as signals rather than census data: each was run by a company surveying its own customers or panel, and the New Zealand figure is several years old. The pattern is the useful part. When the business only works while you are in it, time off is not rest. It is a risk you carry with you.

It is a planned absence that turns a vague worry into a fix list. You prepare for 30 days, step away for up to two weeks, and record every time the business reaches for you. Each interruption points at a missing checklist, a missing permission or a missing number.

1. Name the calls only you can make. Keep the list to five or fewer. If it is longer, some of it is habit. The Freedom Ledger shows how to split your hours into only me and anyone could do this.

2. Give every recurring job a one-page brief. In his Making It Happen training, Kevin D'Ambros-Smith describes a one-page task sheet covering objective, requirements, budget, outcomes, success and timings. His point: "You give someone a simple clear one page brief like this, one you've got to think through it while you're writing the brief." Writing it makes you decide what good looks like, and it gives the person taking the job something to follow.

3. Choose one weekly number. Kevin tells of a client with six physiotherapy clinics who gets a Monday email showing two measures: capacity, with a target of 85%, and revenue year-to-date against forecast. His advice: "You want to get it down to the absolute simplest things you need to measure." Pick the one or two numbers that tell you in ten seconds whether the week went well.

4. Make the dates real. Book the absence, then tell your team and your best customers who will cover what. An external commitment is harder to quietly slide. If work keeps boomeranging back to you, read why delegation does not stick first.

5. Step away and keep an interruption log. Check in once a week, at a set time. Every time someone contacts you, note who, what, and what would have let them decide alone. That log is your fix list for the next 30 days.

Resist the urge to take the work back. Ask the person what they think the next step is, and let the result land on the person who owns it. Then add the missing checklist or permission when you return. Expect the first attempt to be messy. If two weeks feels too big, start with a long weekend and build up.

If you are a genuine solo operator with nobody to cover for you, the test cannot start yet. Begin with documenting the five jobs that matter most, covered in what to document first, and find one person, even part-time, to hold them.

If you would like help setting up your own away test and finding the real constraint first, book a free 30-minute call with Kevin.