6 Reasons Pastors and Leaders Need Adequate Sleep

For many years scientists and philosophers have pondered why we need sleep besides to not be sleepy. Of course we all intuitively know how important sleep is to our bodies, relationships, and walk with God. But as neuroscientists are learning more about the brain, they are discovering many positive brain benefits from sleep. This list below includes some of those benefits.

sleep guy
  1. Sleep improves mood. And people catch a leaders’s mood. It’s called emotional contagion. If we regularly don’t get enough sleep, it can make us grumpy and negative. If we carry a bad mood to church, it rubs off on others. The reverse holds true as well. A good mood rubs off on others.
  2. Sleep enhances memory. When we sleep our brain turns short term memory into long-term memory. It’s called memory consolidation. Without adequate sleep, consolidation suffers.
  3. Sleep improves decision making. When we don’t get adequate sleep we can become more rigid in our thinking and less adaptable. Rigid thinking impairs good decision making.
  4. Sleep improves creativity. Studies have shown that sleep facilitates insight because the brain is still active while we sleep. Among other things, it uncovers novel connections between seemingly disparate ideas. The old adage “sleep on it” really is true.
  5. Sleep improves our ability to pay attention. Great leaders listen well to others and have the ability to maintain attention to important tasks. Lack of sleep degrades our brain’s ability to pay attention.
  6. Sleep clears out the brain’s ‘trash’ to make it more effective. Neuroscientists have discovered that during waking hours toxins collect in our brains while sleep literally cleans them out.

If you regularly don’t get enough sleep, your leadership may be suffering. The writer of Ecclesiates writes, The sleep of a laborer is sweet. (Ecc 5.12, NIV)

Watch for a future post on tips to get a better night’s rest.

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7 Thinking Errors that Hinder Church Growth

My first degree, industrial engineering, taught me to think systematically which has in turn benefited my pastoral leadership. Since then I’ve read many books on church planning and been certified through Ministry Advantage and Auxano, two strategic planning/pastoral coaching organizations. I’ve also led two churches where I’ve served through a year-long strategic planning process. So, I’m well-versed and trained in the church visioning/planning process. Yet, of all the books I’ve read on strategic planning, Will Mancini’s book, Church Unique is the best. In his chapter called “Lost on the Way to Your Own DNA,” he lists subtle thinking patterns that can hinder church growth. He calls these patterns ‘thinkholes.’ I’ve listed them here with brief definitions.

Choices of a businessman concept

Ministry “thinkholes.”

  1. The ministry treadmill: busyness eliminates time for reflection. 
    • leads to just adding more programs
  2. The competency trap: presumption that past methods will continue to work decreases appetite for learning.
    • leads to just working harder
  3. The needs based slippery slope: consumerism removes the need for discernment.
    • leads to trying to make people happy
  4. The cultural whirlpool 1: BuzzChurch-innovation short circuits self-awareness.
    • leads to just trying to be cutting edge
  5. The cultural whirlpool 2: StuckChurch-change outpaces the discipline for learning.
    • leads to glorifying the past
  6. The conference maze: success increases the temptation to copycat. 
    • leads to simply modeling best practices
  7. The denominational rut: resources disregard local uniqueness.
    • leads to just protecting theology

At times I’ve been caught up in these thinkholes. How about you?

What other thinkholes would you add to this list?

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Cut your Losses and Do Something Different?…the sunk cost bias

Leadership demands our time, energy, and often our financial resources. Hopefully the projects and people we invest ourselves in are worthwhile and fulfilling. Often we invest so much of ‘us’ into a project that we can’t imagine not finishing the project. When we’ve already invested considerable time and energy into something, stopping it may seem foolish. Unfortunately, we seldom ask ourselves if we really should continue investing in a project. A subtle mental trap comes into play called the sunk cost bias. Sunk cost bias simply means that because you’ve invested so much emotionally into a project, you feel that by quitting you’d waste what you’ve already invested and be a failure, even though you actually should cut your losses and re-direct your efforts.  Consider these 5 signs that the sunk cost bias might be driving some of your leadership decisions.

cut loss
  1. You have a nagging sense that you probably need to go another direction. Perhaps you’ve gotten new information or the landscape has changed and you have begun to doubt if you should continue in the current direction. And, you can’t seem to shake those doubts.
  2. You want things to change in your ministry or church, but you keep doing the same things over and over again, expecting to get different results. Einstein defined this as insanity.
  3. You know you should stop the project but fear having to explain yourself to others.
  4. You’ve poured so much into this project that that your emotional attachment has made you lose sight of your greater goals and vision.
  5. The project drains your energy rather than boosting it.

If any of these 5 signs are true of you, the sunk cost bias may be distorting your judgment. Consider taking these steps to evaluate whether or not you should cut your losses on some project and go a different direction.

  1. Talk to someone about your struggle who will maintain their objectivity and be honest with you.
  2. Play out the scenario if you did stop. What benefits would you gain? What new costs would you incur? What more productive project could you then invest your time and energy into?
  3. Were you to stop, who would you need to explain your decision to? How would you explain your decision? Might they actually respect you for making such a decision?
  4. Re-visit your values. Does the project align with your personal and ministry values and God’s call on your life?

How have you seen the sunk cost bias play out in your life or other people’s lives?

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What Ben Franklin Teaches us about Productivity

I’m just completing my executive masters in the neuroscience of leadership and one of my primary profs was a super smart (and really nice) Ph.D., Josh Davis. His new book, Two Awesome Hours releases today. You can learn more about his book here. If you want to up your productivity game, this is the book to read. Josh is my guest writer today and you’ll enjoy his story below about Ben Franklin’s productivity.

Two people push together letters to form the word Productivity

 

There’s probably no one more famous for his industriousness than Benjamin Franklin. People the world over agree he was a model of effectiveness and productivity. He was frustratingly capable. His list of accomplishments is absurd: author, inventor, scientist, printer, philosopher, politician, postmaster, diplomat, and more. How can any human being do this much in a lifetime? A quick look at his rise as a printer and publisher—his primary profession—sheds some light on the way he worked and, in the process, reveals a lot about what we are doing right and what we are not.

By 1724, at the age of eighteen, Ben Franklin had already apprenticed in a printing house in Boston, worked independently in a printing house in Philadelphia, and published a handful of widely read articles. That year he left for England, where he would learn the printing trade from the best, such as Samuel Palmer, a well-established printer. Not bad for a poor kid with sixteen siblings.

While working at Palmer’s, Franklin quickly annoyed and impressed those around him with his work ethic and cleverness. His coworkers drank beer from morning to night; he drank water so he could have the physical stamina to outperform them and save a little money. You might say it was easier to have a competitive advantage in those days, but Franklin gets credit for seeing the opportunity, taking the risk, and following through. Ultimately, he was promoted and he moved to an even better firm.

When he returned to Philadelphia a couple of years later, he was willing to do what it took to establish himself. After working for another printer for a few years, he took on debt to set up his own business. With a print shop at his disposal, and in need of cash, he identified another opportunity: publishing his own material. There was only one newspaper in town, which Franklin considered “a paltry thing, wretchedly manag’d, no way entertaining.” He knew he was the only printer in the area who also had the ability to write well, so he tried his hand at publishing newspapers and eventually Poor Richard’s Almanack. Almanacs have space to fill, apart from their noteworthy dates. Franklin filled the empty spaces with his (now famous) proverbs, making his almanac more entertaining and much easier to sell. Poor Richard’s Almanack was a hit.

In order to secure the success of his printing business, he also took on the position of clerk of the General Assembly, which allowed him to meet plenty of people who had a say in where government printing (things like ballots and money) was done, and he eventually landed the job of postmaster in Philadelphia, which helped him circulate his newspaper. These positions offered small pay and meant extra work, but they also allowed his printing business to take off, helping him become a man of some status in town.

Benjamin Franklin was and still remains a beautiful example of productivity and achievement. Work hard, take on more and more, and success will follow. Today, everyone thinks they have to be like Franklin to achieve some success. They have to do more than what seems possible. But the truth is, not even Franklin was like Franklin. As it turns out, beyond taking care of his finances, he was anything but focused on work.

We seldom talk about this other Franklin, hardly the live-for-your-job icon we sometimes think of. But I didn’t have to look hard to find out more about him: it’s in his autobiography. He loved to think and create. He spent huge amounts of time on hobbies and with friends when he could have been working at his moneymaking career as a printer. In fact, the very interests that took him away from his primary profession led to so many of the wonderful things he’s known for, like inventing the Franklin stove and the lightning rod.

To understand the secret to his success, I believe it’s crucial to look at how he spent his downtime and just how much of it he had.

One of his main hobbies as a young man was hanging out every Friday with a group of guys who were seriously into books and talking about ideas. The group would agree on a topic to discuss at the next meeting, and each would read what he could on the subject so he could come back prepared to argue. Books, however, were hard to come by in Philadelphia back then; many needed to be ordered from England. Franklin’s group realized it would be nice to keep all their books in one place so they could check one another’s references easily—a concept that led eventually to the great and historic public library now called the Library Company of Philadelphia.

Franklin did not found the library when he was around age twenty-five to make money for his printing business, nor was it part of a government position he held. He simply put time into founding this library because he enjoyed talking about ideas, especially ideas that would lead to improving himself and the world around him. He loved literature and art. He even wrote some music for his wife. And, famously, he was an incurable flirt, spending a great deal of time wrapped in that pursuit after his wife’s death. He was also the original American self-help junkie. He tried vegetarianism briefly because he’d read about it in a book—and loved all the money he saved. Plus, he poured tons of time and energy into developing a plan to practice his now famous thirteen virtues. Of those thirteen virtues, one jumps out as seemingly relevant for anyone trying to pack in as much work in a day as possible: the virtue of Order (i.e., being organized). Franklin claimed he never really got good at that one, writing in his autobiography, “In truth, I found myself incorrigible with respect to Order; and now I am grown old, and my memory bad, I feel very sensibly the want of it.”

He earned a reputation for enjoying the many pleasures of life—from learning to socializing to flirting to creating. It seems dazzling that he could do so much work professionally and still enjoy so much hobby, leisure, and social time. So how did he do it?

Every day he created the mental and biological conditions for peak effectiveness, and in those periods of effectiveness, he accomplished extraordinary things. He did not cram tasks related to his printing business into every available hour. In fact, in a plan he drew up for how to spend his days he included time for a two-hour break for lunch and other things, time in the evening for “music or diversion, or conversation,” and a full night’s sleep. It was probably because he made time for pleasure, learning, creativity, entertainment, physical health, family, and social connection that he was so successful in his moneymaking work, rather than in spite of it.

Devoting all of his time to his printing business rather than his other interests would have been the most efficient use of his time. But imagine how little we would know of him had he done so, had he never reserved the mental space and energy for his many inventions, for his philanthropy, and perhaps even for his printing empire.

Which Benjamin Franklin do you want to be: the one who carved out time for his hobbies and social pastimes, jumping from interest to interest? Or the one who outperformed his competitors to become a productive, well-regarded, and wealthy businessman? These days, it seems there isn’t enough time for both, so we must choose to either enjoy life or succeed. The good news is that this is a false choice. We feel pressured to choose when we mistakenly assume that productivity depends on finding enough hours in the day.

Permission granted from Dr. Josh Davis to use this excerpt. Learn more about his book here.

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5 Ways to Minimize Decision Fatigue

In my last post I shared 4 signs that decision fatigue has affected your decision making. Decision fatigue is a term that describes how a long series of decisions can actually diminish the overall quality of future decisions. Many leaders have unwittingly diminished their leadership effectiveness by making too many decisions. Ego depletion is a related concept that simply means the tireder you get, the less emotional self control you have. In this post I suggest 5 counter balances to decision fatigue.

 

Stress concept

First, a re-cap of the signs decision fatigue is affecting your decisions.

  1. You make quick, impulsive decisions you later regret you made.
  2. You needlessly delay decisions. This is the counterpoint to the impulsive decision noted above.
  3. You send thoughtless, terse emails.
  4. You get mad when someone asks you for a decision. 

Consider these 5 ways to minimize decision fatigue.

  1. Make important decisions when you feel mentally and physically rested. Many decisions don’t take much thought time. However, really important ones take our full mental and spiritual capacity. When we’re tired, we simply don’t make the wisest decisions (decision fatigue). So, when faced with an important decision, evaluate if you can give it your best at that moment. If you can’t, delaying the decision may be the wisest choice.
  2. Delegate many decisions. One tool I use with staff when they ask me for a decision is this. I ask them, “What do you think?” This encourages their own insight and often the staffer will find his own answer which motivates him even more because he owns the solution.
  3. Don’t make spur-of-the-moment decisions when it creates unnecessary work for you. Often the decisions we make add more work to our plate. When faced with a decision, ask if it will create more work for you. Sometimes the correct decision will require you give more time to the project or the person. Those we should not avoid. However, other decisions may best not be made to avoid unnecessary work for you.
  4. Sometimes you must gracefully decline when someone asks you to make a decision. If the issue doesn’t pertain to your role, ministry, vision, mission, or values, sometimes we simply need to say,”No,’ to the person asking us for that decision. You can read more about gracefully saying no here.
  5. Always seek God’s wisdom when you make decisions. James wisely counsels us in James 1.5.

If any of you lacks wisdom, he should ask God, who gives generously to all without finding fault, and it will be given to him. (James 1.5, NIV)

What has helped you make the wisest decisions?

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