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World desk2 min

Holiday Leave Scheduling: How I Stopped Being the Referee

One manager’s approach to holiday leave: set the production coverage rule, let teammates negotiate dates, and intervene if the agreement is unsafe or leaves a gap.
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When three engineers wanted leave around Diwali, Christmas and New Year, I still had to keep production on-call covered. I stopped assigning everyone’s dates myself: I set the coverage rule, then let the team negotiate the calendar. I stayed responsible for stepping in if their agreement left production uncovered.

The problem was the coverage, not the holidays

In a small database team, several people wanting time off during the same holiday period can collide with the need to staff an on-call rota. As Saqib Ameen Subhan describes it, the manager’s task was not to decide whose holiday mattered most. It was to ensure production had coverage.

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His distinction is concise: “The rule is about coverage, not about people, and it is the only part I keep.” That is his management approach, not a legal or HR standard. Read Subhan’s account on DEV Community.

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What changed in the scheduling conversation

Subhan says he stated the operational constraint and let the engineers work out which dates each person would take. In his example, teammates traded holiday dates and agreed to cover for one another. The discussion took about ten minutes, according to his account; that is an anecdotal detail, not a benchmark for other teams.

The manager therefore gives up the role of assigning individual dates, not the responsibility for the rota. The team can propose a workable calendar, while the manager checks that it meets the coverage requirement.

When team negotiation may be unfair

Self-scheduling depends on people being able to speak freely. Subhan warns that a dominant voice can skew the outcome, especially if quieter teammates do not feel safe disagreeing. Delegating the decision does not automatically make the process fair; it can reinforce an existing imbalance.

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Before relying on a team agreement, consider whether each person can object to a proposed trade without pressure. If not, the conversation needs active facilitation, or the manager may need to make the assignment rather than treating silence as consent.

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A practical way to retain the safeguard

  1. Set the minimum coverage requirement first. Make clear what production on-call needs during the holiday period, without ranking the importance of individual celebrations.
  2. Invite the team to propose dates and trades. Reciprocal coverage can be part of the agreement if people can discuss it freely; Subhan’s informal trade is an example, not a mandatory process.
  3. Check both the rota and the agreement. Confirm the proposed dates preserve required coverage, and pay attention to whether quieter members had a genuine chance to disagree.
  4. Intervene when necessary. If the deal leaves production uncovered—or was reached through a dynamic that prevents fair participation—do not treat delegation as a reason to stand aside.
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What this account can and cannot establish

Subhan says nobody on his team had missed a festival in years, but that is his personal claim. His article offers no comparative data, measured outcome, or evidence that the approach will work in other teams. It is best read as one manager’s experience and a conditional practice: let teammates negotiate dates when they can do so safely, while the manager keeps the coverage constraint and authority to intervene.

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