Duolingo's 2-Week Winter Break Policy Explained

Duolingo grants its entire staff a two-week break during the winter holidays. CEO Luis von Ahn explains that this policy allows employees to truly disconnect from work. The company shuts down operations to prevent the accumulation of emails and messages that typically occurs during individual vacations. This approach is designed to provide genuine rest and improve overall morale. The policy has been a staple since the company's inception. It applies to all employees, including the nearly 950 staff members currently employed. The break is distinct from standard paid time off because it is synchronized across the organization.

The decision to maintain this tradition comes at a financial cost. However, von Ahn argues that the benefits outweigh the expenses. By allowing employees to fully step away, the company aims to foster a sustainable work environment. This strategy contrasts with current trends where many corporations are reducing staff and cutting budgets. The winter shutdown serves as a strategic investment in the company's workforce and long-term stability.

Duolingo operates as a publicly traded technology company with a workforce approaching 1,000 employees. Despite this scale, the company pauses most operations for two weeks every winter. Luis von Ahn, the CEO and cofounder, notes that this policy has been in place since day one. The decision to give every employee the same time off simultaneously is rare in the corporate world. It requires careful planning to ensure the app remains functional for users.

To maintain service availability, a small rotating "skeleton" crew keeps the app running during the shutdown. However, the vast majority of employees are completely away from their desks. This collective pause is the key to the policy's success. It ensures that when staff return, there is no massive pile of work waiting for them. This structure eliminates the stress often associated with returning from a standard vacation.

The policy stands in stark contrast to the current economic climate. Many companies are currently laying off staff and tightening budgets. Duolingo has even increased its headcount by 14% to about 950 employees while maintaining the break. Luis von Ahn acknowledges that for a public company, the approach sounds "unconventional." Yet, the company remains committed to the tradition despite external pressures to scrutinize productivity.

The two-week break is particularly vital for Duolingo's international team. Luis von Ahn highlights that employees are located all over the world. For many staff members, their families live thousands of miles away. A standard weekend off is often insufficient to justify a long-haul flight. The two-week buffer provides the necessary time to travel overseas and spend quality time with family.

Without this extended break, employees living far from home would struggle to visit relatives. The policy acknowledges the logistical realities of a distributed workforce. It ensures that distance does not prevent employees from maintaining family connections. This benefit is a significant factor in employee satisfaction and retention. The company prioritizes the ability for staff to travel and recharge fully.

Luis von Ahn argues that most individual vacations fail to provide real rest. When an employee takes time off, work continues in their absence. Slack messages pile up and emails go unanswered. This creates a "fear of missing out" and an inevitable scramble to catch up upon return. Duolingo's synchronized break avoids this by pausing the workflow entirely. This allows for a genuine mental disconnect.

Beyond simple rest, the CEO believes extended time off creates space for reflection. Employees can consider how their personal goals align with their work and lives. This level of introspection is difficult to achieve during shorter, fragmented vacations. Duolingo's mission is to develop the best education in the world. The company views this reflection as essential for maintaining focus on that mission. Ultimately, von Ahn views the policy as a necessary tradeoff. He states, "Building a company that lasts means protecting the things that matter."