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Sleep Deep

Adam Fraser - Tuesday, January 13, 2009

Sweet Dreams, Sleep Tight, Succeed!


Many hard-charging managers pride themselves on their ability to work long hours and get by on five or six hours of sleep. But the truth is that they’re shortchanging themselves—and their companies.

“Sleep is not a luxury,” says Dr. James O’Brien, medical director of the Boston SleepCare Center in Waltham, Massachusetts. “It’s a necessity for optimal functioning.”

When you sleep, your brain catalogues the previous day’s experiences, primes your memory and triggers the release of hormones regulating energy, mood and mental acuity. To complete its work, the brain needs seven to eight hours of sleep. When it gets less, your concentration, creativity, mood regulation and productivity all take a hit.

HOW SLEEP WORKS

To understand why the right amount of shut-eye is so important to performance, it helps to know how sleep works.

Healthy sleep is divided into four-stage cycles. As we progress through stages 1 and 2, we become increasingly unplugged from the world until we reach the deep sleep that happens in stage 3. In deep sleep, both brain and body activity drop to their lowest point during the cycle, and blood is redirected from the brain to muscles.

The fourth and final stage is named for the rapid eye movement—REM—that is its defining characteristic. Our brains become busily active in REM sleep, too, even more so than when we are awake. Dreaming happens at this stage.

In a full night’s sleep, we experience three or four such cycles, each lasting 60 minutes to 90 minutes.

THE WORK SLEEP DOES

Different yet equally important restorative work happens during deep sleep (stage 3) and REM sleep (stage 4).

Deep sleep is crucial for physical renewal, hormonal regulation and growth. Without deep sleep, you’re more likely to get sick, feel depressed and gain an unhealthy amount of weight.

In REM sleep the brain processes and synthesizes memories and emotions, activity that is crucial for learning and higher-level thought. A lack of REM sleep results in slower cognitive and social processing, problems with memory and difficulty concentrating.

A DEFICIT IN SLEEP LEADS TO DEFICITS IN WORK PERFORMANCE

Performing complex tasks and navigating complicated relationships—the heart and soul of a manager’s work—both become much harder to do when REM sleep suffers. And when you cut back on sleep, your REM sleep suffers the most. There are two reasons for this:

1. Your brain, when confronted with sleep deprivation, opts for lighter sleep and hence less REM sleep.

2. Later sleep cycles tend to have longer REM periods than cycles earlier in the night. When you sleep through only one or two cycles instead of three or four, your REM sleep is disproportionately affected.

When your brain is starved of REM sleep, concentrating on a single activity is challenging. Multitasking—an inescapable bane of managerial work—becomes exponentially more so.

A deficit of REM sleep also makes it tougher to pick up on nuances in discussions or negotiations.

“When you’re listening intently to someone, trying to understand the main meaning as well as the subtext of what’s being said, your brain is multitasking on several levels—an activity that requires lots of mental horsepower,” says Dr. Gandis Mazeika, head of Sound Sleep Health in Seattle. “If you’re sleep deprived, that’s hard to do.”

In addition, recent research shows that sleep deprivation takes a toll on decision-making ability.

GETTING MORE FROM THE SLEEP YOU GET

Given the demands facing managers today—working in a 24/7, always-on environment is a big one—a full night’s sleep is sometimes an impossible dream. Fortunately, there are ways to get more out of the time you do manage to spend in sleep:

Avoid caffeine. Cut out caffeinated coffee, tea and soda ideally 10 hours before bedtime—and chocolate, too.

Although some antidepressants can help you feel drowsy enough to fall asleep, they also tend to compromise REM, says O’Brien. A more healthful approach for some is to meditate a half-hour before hitting the sheets.

Darken the room completely. Your brain creates a hormone called melatonin that senses when it’s dark out and primes you for sleep. If you try to sleep amid too much light, your brain may decide you’re not ready for bedtime after all.

Sleep in a restful environment. Make sure the room is quiet and your BlackBerry is out of hearing range. Sleep on a comfortable mattress; Mazeika advises not to skimp on quality and plan on getting a new one every eight to 10 years.

Article written by Ms. Anne Field and was published at the Perspective Section of the Business Mirror, January 10, 2009.

Women Transition better than Men

Adam Fraser - Monday, January 12, 2009
Women perform better than men in new companies

I recently came across from fascinating research from Harvard University by Professor Boris Groysberg. For years he has been studying the characteristics of high performers. In a new study her looked at what happened when you took a high performer from one organization and placed them in a new organization. What he found is that male high performers saw a dramatic decline in performance. Specifically 46% of top male performers saw a 20% decrease in performance. Incidentally this did not recover within the 5 year study period. The only exception to this was the female top performers, when they moved to another organization their performance stayed stable and tended to increase.

Why?

Boris looked into this in more detail, what he found is that the females in the study were often denied access to internal peer groups in the male dominated industry. In a nut shell they were excluded from the “boys club”. With few people to network with who did they form relationships with?

Their customers and suppliers!

The result was that while their internal network was weak their external network was incredibly strong. In comparison their male colleagues had a very strong internal network however their external network was lacking.

Which network is portable? Internal or external?

Of course the external ones! While the males said goodbye to their close co-workers, the females took their network to the next company. The result an increase in work performance.

In this time of rapid staff turn over which is the most valuable employee?

What are you doing about your external network and how portable is it??

Lets face it business is personal here’s how to build rapport with clients!

Develop a database.
This sounds so simple it is almost an insult. Most people in their own business live and die by their database, however people in corporations rarely have a strategically set up database. Start to develop and update your database on a regular basis.

Keep them front of mind.
Whenever you contact them don’t just say calling to touch base. People are far too busy to have you just touch base with them. Only contact them if you are going to give them value. So keep your database front of mind, be on the look out for articles that might benefit them. If you find something new and interesting that may help them pass it on. Also be on the look out for opportunities you can pass onto your network. You may be able to connect people.

Be Engaged.
With our fast paced society people are losing the ability to focus on a single train of thought. Constant interruptions at work, blackberries, mobile phones and our addiction to multitasking has caused us to lose our ability to focus in conversations and be deeply engaged in conversation. The greatest compliment you can give another human being is your undivided attention. When you are truly present in a conversation you build rapport and develop relationships, alternatively when are disengaged and not present in a conversation we insult people and damage the relationship.

Posted By Dr Adam Fraser


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