Increase Productivity – Take a Nap

5 Reasons Why You Should Take a Nap Every Day
by Michael Hyatt

I am a habitual nap-taker. I take one almost every day and have for years. I used to feel a little guilty about it—like I was slacking off or something. Then Sam Moore, my predecessor at Thomas Nelson, (a publishing company founded in Edinburgh, Scotland) admitted to me he too was a napper.

“Every day after lunch, I lie down on the sofa in my office,” he recounted. “I hold my car keys in my right hand and let my hand hang toward the floor. When the car keys fall out of my hand, I know I’m done.” (Evidently, the famous artist Salvador Dali had a similar practice.)

Napping Celebrities

Then I discovered many other successful people who were nappers:

• Leonardo da Vinci took multiple naps a day and slept less at night.

• The French Emperor Napoleon was not shy about taking naps. He indulged daily.

• Though Thomas Edison was embarrassed about his napping habit, he also practiced his ritual daily.

• Eleanor Roosevelt, the wife of President Franklin D. Roosevelt, used to boost her energy by napping before speaking engagements.

• Gene Autry, “the Singing Cowboy,” routinely took naps in his dressing room between performances.

• President John F. Kennedy ate his lunch in bed and then settled in for a nap—every day!

• Oil industrialist and philanthropist John D. Rockefeller napped every afternoon in his office.

• Winston Churchill’s afternoon nap was a non-negotiable. He believed it helped him get twice as much done each day.

• President Lyndon B. Johnson took a nap every afternoon at 3:30 p.m. in order to break his day up into “two shifts.”

Though criticized for it, President Ronald Reagan famously took naps as well.

Could these successful leaders know something you don’t?

Napping Benefits

I suggest you seriously consider taking a daily nap for the following five reasons:

1. A nap restores alertness. The National Sleep Foundation recommends a short nap of 20–30 minutes “for improved alertness and performance without leaving you feeling groggy or interfering with nighttime sleep.”

2. A nap prevents burnout. In our always-on culture, we go, go, go. However, we were not meant to race without rest. Doing so leads to stress, frustration, and burnout. Taking a nap is like a system reboot. It relieves stress and gives you a fresh start.

3. A nap heightens sensory perception. According to Dr. Sandra C. Mednick, author of Take a Nap, Change Your Life, napping can restore the sensitivity of sight, hearing, and taste. Napping  also improves your creativity by relaxing your mind and allowing new associations to form in it.

4. A nap reduces the risk of heart disease. Did you know those who take a midday siesta at least three times a week are 37 percent less

likely to die of heart disease? Working men are 64 percent less likely! It’s true, according to a 2007 study published in the Archives of Internal Medicine. Dimitrios Trichopoulos, of the Harvard School of Public Health in Boston, who led the study said, “Taking a nap could turn out to be an important weapon in the fight against coronary mortality.”

5. A nap makes you more productive. Numerous medical studies have shown workers becoming increasingly unproductive as the day wears on. But a 2002 Harvard University study demonstrated a 30-minute nap boosted the performance of workers, returning their productivity to beginning-of-the-day levels.

Napping Tips:

1. Be consistent. Try to nap at the same time every day. This helps stabilize your circadian rhythms and maximize the benefits.

2. Keep it short. Avoid “sleep inertia,” that feeling of grogginess and disorientation that can come from awakening from a deep sleep. Long naps can also negatively impact nighttime sleep. I recommend 20–30 minutes. Set an alarm on your phone to avoid oversleeping.

3. Turn off the lights. Light acts as a cue for our bodies. Darkness communicates it is time to shut down—or go into standby mode. If you can’t turn off the lights, use a simple eye mask. I bought mine at Walgreens. Turn the lights back up to full brightness when you wake up.

4. Use a blanket. When you sleep, your metabolism falls, your breathing rate slows, and your body temperature drops slightly. Though not imperative, you will usually be more comfortable if you use a light blanket when you nap.

5. Be discreet. Getting caught napping at your desk is not a good way toearn respect. In some old-school environments, it might even get you fired! But most people get an hour for lunch. Eat in half that time and then go snooze in your car, an unused conference room, or even a closet.

Finally, shift your own thinking about naps. People who take them are not lazy. They might just be the smartest, most productive people you know.



Manage Your Time More Effectively

business turning back time

The one thing everyone in business has in common is time. We all have 1440 minutes every day.

How come some people seem to be able to get more done in their 1440 minutes than others?
How come some people seem to be able to take control of their day whilst others are running around from one crisis to the next putting out several fires along the way?

The simple fact of the matter is they follow a process that everyone can learn, many already know but most choose to ignore.

Productive people focus on key activities, high pay off activities that will help them get closer to their goal. They identify the key actions needed to accomplish their goal and schedule them into their daily plan. They focus on these imperative tasks working diligently through them in order of priority whilst at the same time adhering to predetermined deadlines. Productive people identify and say no to low pay off tasks that get in the way of the high pay off things. Productive people simplify, delegate or eliminate these low pay off activities. You can too.

Here’s a simple exercise to do today – write down everything you do each day and select the 5 or 6 things that really deliver the results. Identify these as imperative and don’t do anything else until you have completed these tasks. All the other stuff can wait, focus on the imperative and leave the things that are only important to another time. Better still, simplify, delegate or eliminate them. Remember just 30 minutes each day redirected to imperative things is equal to 22 eight hour working days, that’s nearly a working month!

Mark Tonks

You can contact mark via his web page on connect with him on LinkedIn

What is your perspective on life?

WHAT IS YOUR PERSPECTIVE ON LIFE? – Ric Elias was a passenger on flight 1579, the plane that crash-landed in the Hudson River in New York in January 2009. What went through his mind as the doomed plane went down? What do you think would go through your mind?  In this short five-minute speech Ric shares his own story of his thoughts in the seconds before impact.

Whilst we may not be able to claim that we have been through such a dramatic  ‘life changing’ situation, we can claim to be highly experienced and effective in helping others gain a clearer perspective on their attitudes, goals, leadership, skills and life.

With more than 50 years of offering training and development, you would expect the content of LMI-UK’s courses to be powerful – but that’s insufficient. It is not enough to just know something: our courses are designed to ensure that people learn, remember, act and take action after they return. We achieve this by using several unique systems which allow us to guarantee the results of our training.  More…

Bosses today rarely apologise and inspire less trust

Only 5% of UK employees and 3% in EMEA  get an apology from their boss whenever they make a mistake, which is affecting levels of trust in leaders and employee engagement according to a global survey.

The Global Leadership Pulse survey found that 49% of staff claim their boss never or rarely apologises, yet in contrast, nearly 60% of UK managers believe they always say sorry –  suggesting that leaders are mishandling mistakes at work or not communicating properly.

Managers who choose to ignore their workplace missteps are afraid of tarnishing their image. 71% of managers say they refrain from asking for forgiveness for fear of appearing incompetent, while 29% are afraid of looking weak. According to the survey the most egregious examples of bad boss behaviour include, in order:

  • Lying
  • Taking credit for others’ ideas or blaming employees unfairly
  • Gossiping
  • Poor communication
  • Lack of clarity

Managers not taking responsibility for workplace gaffes is having a direct correlation to how much employees trust company leadership. 49% of managers and 24% of employees believe that acknowledging personal mistakes is one of the key things leaders can do to inspire trust; and being able to trust your boss today is very important for 93% of the employees surveyed.

But with 33% of employees claiming that their bosses rarely even acknowledge their own mistakes, the workplace today has become more treacherous. 30% of UK staff say they trust managers less today, compared with past years. Leaders had an even more cynical view than the employees, with 38% of managers saying that employees trust their managers less now than in the past. Overall, less than 5% of employees said they trust their leaders ‘to a very great extent’ today.

“When managers aren’t transparent in their actions – and that includes accepting responsibility for errors, being truthful with their employees and acknowledging hard work – that tends to breed mistrust among employees,” said Graham Scrivener, managing director of Forum EMEA. “Lack of employee engagement is a huge issue among UK workers and our research found that employees who register low levels of trust at work, are also the most likely group to report low engagement.”

The study found that whilst trust in the UK workplace has suffered in recent years, there are certain actions that both employers and employees agree can bolster trust in addition to acknowledging personal mistakes. According to the survey, the four most effective tactics for inspiring trust are:

  • Listening to employees and understanding their concerns
  • Walking the talk – managers doing as they say
  • Following through on commitments
  • Encouraging employees to offers ideas and suggestions

LMI-UK specialise in offering proven programmes with a unique methodology at all levels of the Organisation to help Managers and Leaders develop trust and engage with their people more effectively produce the levels of performance needed to be competitive. Contact Us to find out more