Have you ever had to repair the foundation of your house, and then realized that it’s hardly the kind of effort you can show off to friends when it is over?  (“Frank, that is one fine-looking curtain wall on your foundation!”)  We’re very excited to announce that we have just completed a major upgrade of the structure of our web site and, if all goes well, you will never be aware of it!  It will simply operate more dependably and reliably and be more informative about the various tests we offer.  In addition to all of that, it is also low-carb, fat-free, and made with 100% recycled electrons!  Enjoy!

Sleep Deprived?  Me?
The odds are that you are one of the 60% of Americans who, according to psychologist David Dinges of the University of Pennsylvania School of Medicine, is sleep-deprived.  If you are one, you can expect sleep deprivation to have a negative effect on your alertness, energy, performance, thinking, productivity, creativity, safety, and health.  Whew!  And you thought going to bed a bit later was no big deal.  In addition, as if we needed more proof that a good night's sleep is a necessity and not a luxury, quality sleep turns out to be a good predictor of a person's life span and of the quality of his or her life.  So, what exactly is "good sleep?"
Sleep Spindles Are Our Friends
The way sleep researchers define it, "good sleep" is sleep involving rapid eye movement, or REM sleep.  REM sleep occurs toward the end of the night, usually between the sixth and eighth hour of sleep, and is associated with dreaming.  Researchers have discovered that during REM sleep the brain transfers new information (temporarily stored in the motor cortex) to the temporal lobe, where it becomes long-term memory.  The brain accomplishes this through one-to-two second bursts of brain waves that occur at strong frequencies.  Because these bursts cause spiked images on printouts of brain wave activity, they are called "sleep spindles."  Sleep spindles are thought to replenish neurotransmitters that organize the neural networks that are essential for remembering, learning, performance, and problem solving.  Sleeping fewer than six hours may block sleep spindles and the good that they do.  As one sleep researcher bluntly said, "... depriving the brain of sleep makes you clumsy, stupid and unhealthy."
Seven Steps to Better Sleep
The National Sleep Foundation suggests the following seven steps to a good night's sleep:
 1.  Develop a consistent bedtime routine;
 2.  Go to bed at the same time each night;
 3.  Learn to wake up without an alarm clock;
 4.  Avoid caffeine after 2:00 p.m.; (Yes, that means soft drinks as well as coffee!)
 5.  Don't drink alcohol within three hours of bedtime;
 6.  Try going to bed earlier each night than you used to do;
 7.  Take a power nap of no more than 20 minutes during the day.
So here's to sleeping well and sweet, sleep-spindled dreams!
(Source:  "Strengthen your Brain by Resting it" by Mark Greer, in The Monitor, published by the American Psychological Association, July/August 2004.)

Is It Possible To Be "Too Nice"?

Of course it is; consider Alan, the new manager, who is a very nice guy.  When one of his people is late or misses a day of work, he always "understands."  He disciplines problem employees by adopting a friendly-uncle approach, focusing on the individual's positives and reframing his or her mistakes as nothing more than opportunities to learn.  He dislikes setting standards for productivity and behavior because he sees doing so as "micro-managing."  He avoids enforcing company policy because he dislikes confrontation.  Assuming the best about people and being understanding about mistakes are good management techniques, but they need to be balanced with setting explicit standards for acceptable performance and then enforcing those standards.  To Alan, however, "harsh" discipline is when he asks a subordinate why they were late three days in a row.

Being "Nice" Is Good, But It's Not Enough To Manage Effectively

The problem with being "too nice" on the job is that it can fuzz out the boundaries between appropriate and inappropriate behavior.  Making the line between appropriate and inappropriate behavior difficult to see can mean that some people will cross that line and take advantage of a "too nice" manager -- some unintentionally, and others because they know that they can get away with it.  For example, some people will take advantage of Alan without realizing that they are doing so.  Others will see Alan as something of a natural resource to be exploited.

Most people behave on the job, and outside work as well, within the boundaries they perceive as having actual consequences if they are crossed.  Without boundaries that have consequences, some people would be tempted to set their own boundaries.  For example, most people pay their taxes not so much because they want to pay them, but because they know the IRS will come and get them if they don't.  Most people drive the speed limit (or the speed at which the rest of traffic is traveling) not entirely out of consideration for other drivers but because they know that if they speed excessively, the odds are they will get a ticket.  If Alan doesn't enforce consequences for inappropriate behavior, he unintentionally makes it tempting for others to "fudge" their behavior, sometimes just a bit, and sometimes a lot.

An Essential Part Of Being A Manager

There are people for whom it is very difficult to call others to task for mistakes or inappropriate behavior; these people sometimes describe any direct and straightforward comments as "pushy," "obnoxious," or "aggressive."  In many cases, this attitude is due to innate personal preferences that are generally described on the Performance Profile "Assertiveness" characteristic.  In spite of their personal preference, however, people who become managers are usually able to learn how to be appropriately assertive so that they can give constructive feedback to subordinates, and hold them accountable for mistakes.  Learning to be calmly direct and straightforward with subordinates, whatever one's personal preferences with regard to "straight talk," is an essential part of learning to be an effective manager.  Alan's effectiveness can be improved by coaching him so that he can learn this part of his job.

Coaching Alan About How To Be Nice Without Being A Doormat

When you observe Alan being too easy-going with his subordinates, do a review of what happened with him afterwards.  Point out what went right, what went wrong, and how he could be more effective the next time around by helping him see that he needs to become more appropriately assertive.  Reassure him that this does not mean that he has to be obnoxious or pushy.  He doesn't have to shout orders, but he does have to explain where the boundaries lie between acceptable behavior and unacceptable behavior. And then he must enforce the consequences for inappropriate behavior.  He needs to understand how being "too nice" can confuse a subordinate about what exactly is expected of him or her, where direct feedback would clarify matters.  He can improve his effectiveness by practicing saying what is on his mind in a calm and tactful way.  A little skepticism will not make him a bad person.  Instead it will allow him to decide which individuals need more direct feedback in order to grow and mature.  Alan needs to see that he can remain a nice guy and, at the same time, be a more effective manager by being appropriately assertive.  He doesn't have to give up being "nice" in order to be a more effective manager.  He can be both.