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Sleep for Performance

Senior executive failure[1] is often due to poor sleep. Other factors include anxiety, low self-confidence, low energy-levels and poor diet. In this paper, let’s address the very common issues of sleep which affect many executives, whether they have the stress of a new job or not!

Lack of sleep leads to poorer decisions. Our ability to pay good attention to others is poor when we are very tired. We may miss valuable information too, but the quality of our relationships may be damaged! Surely, we want to hear others and make better decisions? If so, let’s give sleep some attention and change up!

First, let’s revalue the importance of sleep to the level of ‘work importance’. Ranking sleep value to this level should ensure that we follow-through and make behavioral change and make a positive difference to our daily enjoyment and efficiency.

Tactical Starting Points

A number of individual actions and habits make a difference. Pick any below that you feel will assist you.

Bed is not a work-place

We have psychological states that are related, repeatedly, to a place/situation. As examples, how do you feel in each of these situations: standing on a hill on a beautiful day; exercising to a personal best; quietly listening to your favorite music? Each situation typically has a psychological state attached to it! Bed is no different.

Our positive psychological state that is associated by situation/place can be damaged by something unpleasant happening. That may take one, two or three unpleasant events to ruin our previously delightful ‘associated’ experiences. Our bed should also have specific and positive associations; one of these is sleep! Some things can spoil our experiences.

When we use the bed as an office, we are likely to have high levels of mental processing. This level of mental processing is not conducive to sleep! The bed is the WRONG place to do work as it will disrupt the ‘association’ that our experience has with going to sleep! It is better to work from a chair, but not in bed!

For the same reason, other mental processing activities, like watching a screen/film, social media posting and list-making may be best done in a different ‘activity space’ (see below).

Habitual Routines to Sleep

There are numerous routines (wind-down habits) that people have to help them sleep. When these are habituated patterns, there is no effort involved; sleep just comes like it always should. No routine is ‘the right’ way, so we need to develop our own, then stick to it, so that it becomes our habit towards sleep. Here are a couple of examples of pre-sleep, wind-down, patterns:

#1. Undress/change, toilet, shower, brush teeth, bed, read, turn out the light, roll to the left

#2. Brush teeth, toilet, undress/change, shower, bed, reflect, roll to the right and lights out.

Some people add extras into their routine. These can involve tightening and then relaxing muscles from toes to head, or doing a routine of stretches. If these become part of your habitual pattern for sleep, all is fine.

These patterns all avoid mental processing activities, especially screens. These activities can be done in the same room, but from a different (and specific) place. That space is then used only for mental processing activities, (therefore ‘associating’ alert work with that place). This specificity of place is because ‘associating’ our psychological state to a situation/place, routinely, helps to condition our minds to do the same thing in the same place.

If stress wakes you up and you think of an urgent work-action, then move to your ‘activity place’ to do that task. Afterwards, if still mentally aroused, maybe repeat the last two or three steps in your own established pattern of your pre-sleep wind-down, like cleaning teeth and the next steps in that pattern. This routine, will not need mental effort, it will quieten you down for sleep again.

A Visual Sleep Routine

Almost all of us have learning patterns that are visual. Others may include auditory, kinesthetic and verbal (reading/writing) styles[2]. This first routine approach uses visual focus.

Move into your most usual, comfortable, sleep position. With eyes closed, simply look for images. These may be clear and familiar, static, moving or maybe obscure; shapes that appear may be unique and different, or familiar. Our task is simply to keep looking, eyes closed. Watch, see and make no judgments; just experience the show!

If a train of thought comes up, let it go and focus again on looking for images. With some repetition, this visual approach becomes a habit and part of your sleep routine. You will find that the change from looking at images, to actual sleep, is completely unconscious. It also gets faster!

At this stage of proficiency, if you get up to urinate and return to bed, the same visual routine may have you fully asleep in minutes, if not in seconds. This is the result of creating a new routine without needing mental effort; you close your eyes, look for images and here they are behind your eye-lids, as always. Moments later the transition to sleep has happened without you noticing anything! In the morning you will have no recall where that transition took place; the habit is seamless.

Auditory Distraction from Thoughts

Few people never have visual dreaming and in day-time are not excited by graphics or diagrams. For these people alone, it may be that an atonal sound device may be helpful. These are electronic noise machines bought cheaply. You select a tone sequence that is relaxing, adjust the volume and close your eyes. You keep your attention on the sound, without effort. For auditory folks, this is just part of the sleep routine that they created. Sometimes thoughts may come up and we must just ‘let go’ of them and re-focus on the tonal sounds. Keep doing that and the switch to sleep can be automatic!

Conclusion

Better executive performance is predicated upon having rested sleep. When we do not sleep well, we are more prone to errors and mistakes. Unfortunately, the whole learning market about leadership is focused on organizational action and outcomes, not rest and recuperation.

Sleep is not that hard to get better at. The tricks above, involving creating a single routine that is fixed, whether visual or auditory, will help you to excel in sleep and high-performance too.


[1] https://pmc.ncbi.nlm.nih.gov/articles/PMC6196623/

[2] For example, see https://www.scienceabc.com/humans/what-are-the-different-learning-styles.html

Image, curtesy of ‘Unsplash’

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Influence – Light Touch Communications

These are quick and easy communications. They are sent within texting platforms, to help stakeholders, at all levels, know that you are still there and investing effort in them; not just asking (pressuring) them for something. This is an often overlooked aspect of leadership communication and effective with LOW effort!

Mitigate misunderstandings and improve mutual trust

Stakeholders can be prospect-customers, customers, your staff-members, peers, senior-staff and key supply-chain folks. Work is busy and some of them may be neglected by us, unless we use a CRM[1] with timed actions that we set-up. Light-touches are not heavy on your time, or theirs! The majority of timed actions, emails, calls and meetings are heavy on our management time and often are unnecessary. How do we know what is necessary to maintain great working relationships and where needed, meet our due diligence requirements for standards?

The answer to that, as with all and every single stakeholder, is to ask about their preferences in an upcoming conversation. These conversations may reduce the frequency of actual meetings and or the length of these meetings, saving us time to invest elsewhere. The conversations can help you to hone your messaging to meet their needs ensuring that there is openness and agreement; none of your contacts will feel neglected or over-pressured (by your executive action without agreeing with them what is best for effective co-working). Examples:

  • ‘When reaching out to you, what is your ideal channel for that and how frequently?’
  • ‘When I share information, am I getting the subjects/content about right or can I amend to suit you better?’

Organizing actions into distribution lists

You may end up with sixty or more of these ‘light touch contacts’ on your list of stakeholders. You can arrange them into lists, with timed actions for your reach-outs. The advantage of texts, Whatsapp included, is that you can produce quick distributions that fly-out individually to numerous people at the same moment. When you have time, you may revisit those messages and add another message, tailored for some of the contacts only:

  • ‘We’ve not connected directly for a while. Let me know if you do not want these messages or if a quick call would be useful?’

This same message may go out to just some of the contacts you just mailed out to. Quick copy and paste and the job of maintaining contact and stimulating response is done.

Another example is the sending out of quotations (below), but the action could be a timely up-date of useful information. In the case of these quotations, I send these out at three weekly intervals. Mine are mostly in text distribution lists that send out individual messages. Two quotation examples look like this:

One quotation will go out and some recipients will get a follow-up message too, inviting feedback. Here are three examples of my follow-up messages:

  • ‘Hi Mark, do you wish to continue getting these quotes; no problem either way!’
  • ‘Want to meet virtually in the coming weeks? I have spaces for you!’
  • ‘How are you doing?’

The feedback I receive back may result in another meeting, it may be a short message thanking and asking about my news, or it could be a request for information etcetera.

Conclusion

Light Touches keep us noticed. If we are brave enough to find out what our stakeholder preferences are, we can reduce the total time commitment that we spend on communication efforts. In some cases, an individual may need more time from you, but the investment will be fruitful, especially if reviewed to amend and meet their needs (while meeting your own needs or those that meet your business’ due diligence needs).


[1] Contact/Customer Relationship Management software.

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Perfectionism – A Better Approach

Perfectionism can be a strength but so often, executives fail to discriminate between those projects/outputs needing 100% perfection and those requiring less perfection. That can lead to time-stress, stressing of colleagues, poor decisions and poor work/life balance and relationships. A better approach is my ‘Triage System’ adapted to suit every individual. Here, Dr. Angus I. McLeod explains how in 6m 19s!

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Down Feeling – Fix Them!

Down Feelings are a human blight, world over. Dr. Angus I. McLeod explains why they can occur and why they may disrupt your effectiveness and wellbeing. He then explains how to deal with them to work and live more contentedly! 6m 23s only.

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Pessimism & Optimism

“Pessimism can hold us back in any context of life; pessimists don’t start things that are a little challenging and if they do start, are more likely to give up. Optimists start challenging things and often success. We can learn here how to move from pessimism to optimism”. @drangusmcleod
Video is copyright AngusMcLeod, 2021.

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Being Liked

Why a need to be liked is a weakness of leadership (audio 2m 25s)

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Coaching for Leaders – Digital Apps

gnowbe_ipad2In cooperation with Gnowbe.com Angus McLeod has produced digital learning apps including a portfolio of apps under the umbrella titles: ‘Coaching for Leaders’.

These apps have high participative levels/retention and high certification/completion levels. They upskill international workers with leader-skills based upon leader and coaching skills for leveraging their work-based skills immediately. Supported by cohort-based social media on the Gnowbe platform itself, learners are able to share real-time across all time zones, helping to create new behaviors and a common vernacular upon which teams build their leveraging talent for productive team-work across continents. Continue reading Coaching for Leaders – Digital Apps

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Listening Leadership

Introduction

Exquisite Listening is at the heart of facilitating high performance in others. Listening is a key quality of leaders who mark themselves apart from managers who may dominate by directing.

When we listen well, we learn more about a person, about both their competences (practical and thinking styles) and about their motivations and de-motivations. We also learn how to influence them more effectively. Our influencing can then both inspire them to achieve at new levels but also to achieve with wellbeing, even when the demands we make, are over sustained periods.

A number of factors get in the way – awareness of these factors is a good place to start, so that strengths can be acknowledged and so gaps can be self-managed. The pathway to producing greater personal performance and satisfaction is then on track.

What gets in the way?

Continue reading Listening Leadership

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Wellbeing at Work

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Well-Being & Healthy Thinking

A healthy ‘mindset’ assists in well-being. This is not just about how happy we feel right now, but also, how empowered we are to achieve our aims.

But, what is a mindset? At least three things are important, these are: values, beliefs and our sense of identity. Continue reading Wellbeing at Work