Sleeping on the job?  You’re fired!

That’s an old one, isn’t it?  Maybe too old.

Most of us have read about the studies concerning sleeping on the job and the numerous benefits to all parties.  Hitting the pillow at strategic times throughout the workday brings a powerful refresher.  The employee becomes more creative and productive, benefiting both the organization and the customer.  The power nap is in.  Some companies have already embraced the practice by providing nap rooms in quiet areas.

Sleeping reboots the brain, refreshes the thinking, and informs the conscious with the subconscious, often resulting in better decisions.  We’ve all used the response, “let me sleep on it,” in considering certain decisions.  Whether the job is physical, mental, or both, a strategic nap during a workday lull can work wonders.

Unfortunately, our classic American mindset strongly inoculates us against the very thought of sleeping on the job.  And thus we trudge on, convincing ourselves we are doing the noble, productive, right thing, when in reality we are often making more mistakes and even putting ourselves and other people at risk.  You do the cost/benefit analysis on that one!

How long will it be until the siesta mindset replaces the workaholic mindset in America?  Your guess is as good as mine.  But I say the sooner the better.  Don’t get me wrong . . . I’m not advocating we become slothful.  I am advocating we work smarter by working holistically, and holistically means we constantly consider the whole condition of our body and mind.

I would be interested in hearing from people for whom the siesta workplace has been a welcomed success story.  I would also like to hear from those who may have had a very different outcome.  And what about those who may have had a bit of a back-and-forth experience in trying to implement the policy?

On that note, I think I will wrap this one up.  I’ve been working hard, and I’m going to catch a few Z’s.


Christine Lagarde is the head of the International Monetary Fund.  No small leadership task especially given the ongoing international economic crises.  Lagarde began her duties in the wake of the sex scandal of her predecessor, Dominique Strauss-Kahn.


Lagarde is not an economist.  Leadership does not automatically mean you are the technical expert or that you have all the answers.  To some degree, Lagarde was in the right place at the right time.  As Christopher Dickey declares, “She was, and is, one of those leaders who are created by the crises of the times” (“The Truth Talker” Newsweek, January 30, 2012, p. 34).


But it was more than that.  She brought certain essential, broader skills to the table.  As Dickey explains, “Her greatest skills, according to those who work closely with her, are her ability to listen, to assess, to pull together a strong team, and to get the best out of a tough situation” (p. 32).


Indeed, regardless of a leader’s technical knowledge, or lack thereof, those certain essential, broader skills are what empower the leader to lead.  The technical knowledge is nice, but that alone doesn’t mean you are a leader.


How is your leadership doing these days?  Are you up for a crisis or two?  Learn to embrace the crises.  They create your leadership opportunities, provided you bring those certain essential, broader skills with you.


As every good CEO knows, constantly watching return on investment is crucial to the organization’s success.  Proctor and Gamble’s CEO Bob McDonald announced workforce reductions to the tune of 1,600 employees in nonmanufacturing and marketing jobs.


McDonald does not plan to eliminate spending on advertising and marketing.  Rather, he is simply recognizing the benefit of social media to companies that tap its potential wisely.


I believe this is a good decision.  The power of social media is here to stay.  The companies that capitalize on it will do so to their enhanced success.  The ones that don’t will live to regret it . .  if they live.


You can pay for all your advertising and marketing, or you can rely on social media to do it all, or you can execute a combined approach.  The wisdom required by the leadership of each company will be knowing exactly where to strike that balance.

My Great Web page


This was an excellent short article on being a “connector.”  After reading it I realized I have been doing this my entire life.  I just love helping people get connected to other people for mutual benefit.  Enjoy!

My Great Web page


Many years ago after the personal computer was taking root in our business world, I finally had my home-office PC set up exactly the way I wanted it to be.  My hard drive and RAM were perfect.  I had my main applications loaded, running, and customized to all my personal preferences.  My desktop looked the way I wanted it to look and behaved the way I wanted it to behave.


  . . . . Until the next software upgrade.   

I can remember naively thinking, “But why do I have to upgrade [name of your favorite application]?  I like the way this version works!”  I literally did not want anything about my beloved desktop PC to change.


My how far we’ve come!  Thankfully, I finally learned with hardware, software, and PC technology, change is the name of the game.  Rather than weep, wail, and gnash my teeth, embracing the change tends to work out best in the long run.  Plus my teeth last longer.


Most of us have experienced the frustration of learning the new place to click after the upgrade occurs.  Rather than just thinking about that experience with frustration, remind yourself of the positive side.


Learning something new is always a good thing.  Staying fresh and up to date with the latest hardware and software keeps you current in today’s business world.  Being willing to embrace change is a positive character and leadership trait.


Finally, being willing to change is a sign of a healthy, enlivened, productive person.  Personally, professionally, and physically, refusal to change is the first sign of death.  Lord willing, I plan to live a very long time.

My Great Web page