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10.13007/257
Ideas for Leaders #257
The Importance of Sleep for Work
Key Concept
According to this Idea, the science is clear: lack of sleep compromises brain
processes and the skills needed for effective leadership. Executive — and
indeed everyone — should get at least 7–9 hours sleep in order to perform at
their best. Read on for some suggestions on how to create a culture that
understands and values sleep in your organization.
Idea Summary
Executives should stop working at cross-purposes with the brain and get more
sleep if they want to function at their best, say researchers from the Center for
Creative Leadership. In a 2013 White Paper, Carol Connolly, Marian
Ruderman and Jean Brittain Leslie state that lack of sleep can cause
problems not just for you but for all employees; it can leave your organization
vulnerable to safety and productivity gaps. They point to a study published by
the Journal of Occupational and Environmental Medicine which concluded
that fatigue-related productivity losses can cost an organization approximately
$2,000 per employee annually.
In order to explain the importance being well-rested, Connolly, Ruderman and
Leslie discuss the stages we experience when we sleep: about every 90
minutes, we enter rapid eye movement (REM) sleep, which is the most
important part of our sleep cycle and lasts for 30–40 minutes. REM sleep —
also known as the ‘brain delta wave state’ — is the deepest stage of sleep
and allows the brain to process what has happened during the day, and lets
the body and brain turn off its stress response.
During this stage, body development and tissue repair is stimulated, and the
brain replenishes neurotransmitters that organize neural networks essential
for remembering, learning, performance and problem solving. However, REM
sleep only comes after our brains cycle through several stages of non-REM
sleep; so if you get just 4–6 hours of sleep, chances are you are not be
maximizing its essential benefits.
The result? Executives working long hours and dealing with important issues
often find themselves limited in their ability to respond to such complex
organizational challenges, simply because they have not gotten enough
sleep.
Well rested leaders function at their best, with better memories and stronger
skills for making new and creative connections. They can regulate emotions
and engage more effectively with others.
Business Application
Authors
Connolly, Carol
Ruderman, Marian
Jean Brittain
Institutions
Center for Creative Leadership (CCL®)
Source
CCL® White Paper
Idea conceived
October 2013
Idea posted
November 2013
DOI number
Subject
Work/Life Balance
Happiness & Well-being
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So what can you do to maximize the benefits of sleep for you and your
organization? Connolly, Ruderman and Leslie suggest pushing back on the
24/7 culture, and introducing the notion that more work is not necessarily
better work; this involves questioning practices that value hours worked over
impact and results. Also, get the word out about the benefits of sleep; share
the science and let people know that when they are tired, they are less
effective as leaders and managers.
They also suggest ‘smart sleep strategies’ which include avoiding excessive
caffeine, alcohol and nicotine consumption, and exercising daily. To start with,
test the ‘sleep more’ theory for yourself: get enough sleep each night and take
naps and then ask yourself, are you more clearheaded and effective now? If
so, spread the word.
Some companies are ahead of the game; for example, Google conducted a
‘sleep awareness’ program and has added ‘sleeping pods’ at its headquarters
to facilitate brief naps at work. Essentially, these are ergonomically designed
private spaces to encourage sleeping. Other sleep-friendly companies the
researchers identify include CISCO, Capital Group and the AOL Huffington
Post Media Group.
Further Reading
Sleep Well, Lead Well: How Better Sleep Can Improve Leadership,
Boost Productivity and Spark Innovation. Carol Connolly, Marian
Ruderman & Jean Brittain Leslie. Center for Creative Leadership White
Paper (October 2013).
Further Relevant Resources
Marian Ruderman’s profile at the Center for Creative Leadership
Jean Brittain Leslie’s profile at the Center for Creative Leadership
The Center for Creative Leadership’s profile at IEDP
© Copyright IEDP Ideas for Leaders 2013
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