Is Short Term Executive Thinking a Problem?

7 Aug

All executives, and most other employees, are judged on a daily basis by what they are producing and particularly results measured against goals contributing to achievement of the business plan.  In a fairly large organization, metrics may be tracked on a daily basis within an operating division and at head offices far away.  Everyone is watching to see whether the numbers will be met today, this month, this quarter, this year.

Sustainability and working towards the future is critical, in principle, but results today, for most individuals, are what matters for survival and personal advantage.

Many executives, particularly CEOs and those responsible for Sales, may turn over frequently.  No matter who is the leader of the pack today, it is inevitable that for most, their days are numbered. New stars will be welcomed to take their place and yesterday’s heroes will be out the door and poised to be the hope of tomorrow at another organization, as the cycle repeats.

The executive knows he/she has to get results today and knows that the opportunity to dazzle an organization and, possibly, within an industry is limited.  Because of that, the focus is on results NOW, and at all costs and within his/her business lifetime.  These high profile executives are generally very smart people who understand long term planning and long term opportunity very well.  They can talk about it, prepare long term plans and projections, but if they are unlikely to be around to see it happen, all the focus has to be on results today and within the time frame of the current plan.

Of course, the executives all have their separate goals based on their specialty areas (e.g. Sales, Manufacturing) and the CEO counts on them all being achieved in order to meet business plan goals for the total organization. It is probably well understood that optimum results of one executive can often be at the expense of another.

Are they – the executive team – all pulling together in the same direction?  Does overall corporate success by superb teamwork take precedence over their individual successes in their own functional area?  That is extremely unlikely.  Their individual goals (functional and personal) come first and determine their success. They must take every action necessary to achieve them.  The VPs are working together, but not always marching under the same flag.

They may respect one-another but most likely spend significant time fighting, complaining about one another and each one doing whatever is necessary to meet his/her goals regardless of the impact on other goals and even the impact on future results.  Today is what counts, for the CEO also, who acts as referee!

How Does Human Resources Fit In?

It is not so easy.  HR is constantly told that it has to align with business goals and talk the talk of business colleagues.  If the executive relationships are somewhat dysfunctional, as I suggest, how does the VP HR determine what to align to?  HR has the vision and programs to contribute to the future, to sustainability and to contribute to productivity in many ways but do the executives really care? What do you think? Are they more interested in what HR can do for them today – to get problems and roadblocks out of the way, not the promise of great things in the future? Is it more important for HR to determine the true values and operating style of the organization and focus on responding within the real rather than pretend environment?

Should the success of most organizations be acknowledged as based primarily on the smart, day to day, and often reactive decisions of executives rather than a long term somewhat safe plan? Elements of both are essential, but how would they balance in real life? The question of executives to HR is likely to be “what can you do for me today?” rather than soliciting HR’s vision of the future.

My belief is that executives will want HR to address very practical things to help them achieve what each of them has to achieve today.  For example:

  • Hiring the right people without delay and firing people cleanly and quickly when they are no longer needed
  • Keeping the union under control (getting rid of it is generally preferred) and finding ways around limitations – similarly finding a way around restrictive and annoying legislation
  • Looking after employee problems and preferably without involving executives any more than absolutely necessary
  • Doing all the nice things to make the company look good and seem like a great employer and giving executives as much credit as possible e.g.  including them in photos and announcements and inviting them to participate in or lead high profile presentations
  • Keeping the employee records in order and making HR programs as easy as possible to comply with e.g.  performance management which should be more focused on results in real time rather than historically

If real business is often more immediate than imagined, are the standard HR approaches listed below really important to the CEO and VPs except as compliance rhetoric or in meeting formal planning requirements? For example:

  • Acting as an equal business partner and giving input to VPs about their operations and how best to achieve results
  • Being too proactive, with HR initiatives that may theoretically bring great results, but not helping achieve goals today or within the foreseeable future
  • Reminding executives that negative actions today can possibly help immediate results, but are likely to have a backlash in a year or so.

Do you think that executives are looking for that type of support? Are they seeking HR words of wisdom or a dynamic HR able to respond to issues and make things happen quickly to support the organization in real time? Do you believe that the executive short term thinking I describe is reality (for survival) and if so should it be more openly acknowledged? Do executives need HR help consistent with their business challenges today, largely leaving the future to take care of itself? 

What do you think? Thank you for your interest.  I look forward to any thoughts and comments you may have.

Ian

Should We Blame Employees, Managers or HR for Poor Performance?

3 Aug

It really is confusing.  In recent discussions, there has been considerable emphasis placed on managers not being effective in reviewing the performance of their employees.  They are not diligent in following the steps of HR performance management programs and particularly ongoing communication with employees between formal reviews.

HR is often distrustful of managers, but once the managers complete their employee evaluations, we become their best supporters.  If an employee complains about an evaluation, most of the time we support the manager, unless the unfairness is too blatant.

It is logical that we should focus on managers and supervisors, as their effectiveness directly affects large numbers of employees reporting to them. In some respects, however, they can only be as effective as the tools we (HR) provide them with. If our HR performance management program is so excellent, we should take every action to ensure it is followed, but generally, we don’t.  Very often, we focus on employees as though they are the ones at fault and inherently lazy unless prodded. We constantly devise new initiatives to stimulate employees to do their best and become “engaged” but do managers/supervisors (and HR) really support employee success by setting the best example? Is our performance theory too often based on what we say rather than what we do?

Does the manager’s boss care whether the manager follows the HR performance management program diligently?  It is unlikely, as “big” bosses are not likely to be any better or any more committed to HR programs and principles. They are unlikely, in assessing performance of their first line managers/supervisors, to place much emphasis on how well they are following HR programs.  Is that the problem – or a major part of it?

We have developed a compelling argument that managers, by not following HR, are responsible for poor performance in their areas.  However, as we know, managers are always accountable for performance in their department, so what is the role of HR?  Is it possible that HR is indirectly responsible for some of the poor performance?

Unfortunately, HR is in a very vulnerable position.  If the same HR programs, particularly performance management, have been in place for 30 years or more and they are still not being seriously followed, there must be a problem.   Most HR programs have become increasingly sophisticated and are aligned to current theory and technical expertise, but that does not seem, in the case of performance management, to have helped.  Could it be that although the set-up and adaption of the program is technologically impressive, the program content and style remains seriously outdated and geared to another point in time?

Perhaps managers are better at managing performance than we think.  It seems that at the same time we have been developing and building on our conventional HR program, functional managers/supervisors have become increasingly sophisticated in tracking performance within their own areas.  They have their own metrics and tracking systems and are generally able to view current performance at any critical point.  The manager can see employee results/effectiveness in real time, and his/her boss and executives can similarly be tracking the manager performance. They are all obsessed by aspects that feed directly into objectives set by the organizations rather than historical HR criteria.  The manager’s boss cares about these numbers, the manager must also and HR must provide them with the best support in achieving what they need to achieve rather than what HR thinks they should be focusing on. If our HR performance management program has become redundant, maybe it is time for us to get together with the managers and develop something more appropriate for today and looking into the future.

For the company to be successful, the managers must be tracking relevant performance consistently and very effectively.  Probably better than trying to integrate their functional goals into our HR program (and retain control) it would be better to use some aspects of our HR program to train and expand the manager’s effectiveness in building their own performance management program.  Not forcing managers to follow a prescribed program, but to help the managers to customize their programs in the most effective way – programs that will be theirs and they will be fully accountable for.

Consistent with supporting the development of functional performance management programs, HR would take a proactive stand.  HR would support managers by providing coaching and training and collaborating as trouble-shooters should there be specific problems.  If, for example, there is a need for specific employee training, HR could develop a program and if it is available on line, all employees can benefit. In reality, I would see the HR role becoming more important rather than less important, particularly in addressing skills development needs as they occur rather than belatedly based on questionable historical analysis of employee performance after the fact.

I believe the change in focus, referred to above, would ensure that managers are fully committed to and embrace their own formally recognized program.  HR would be accepted and valued more as partners dealing with issues in real time and helping prevent poor performance during the current business cycle – rather than looking back in anger at the end of a business cycle and telling people what went wrong – when it is too late!  The technology is available to have an individual program for every employee (if desired) and we must embrace the potential application of available technology.

What do you think? I look forward to any thoughts and comments you may have.

Ian

 


Between Life and Death at the Mystical Regatta!

1 Aug

It is the end of July and I am writing this from Sunnybrook Hospital just prior to being discharged. I referred to the waterway and regatta in the earlier summary below and emphasize it again as the context seems to strengthen rather than become more remote. My earlier hospital illusions seem to coexist very nicely with the reality I am now very aware of. Sunny brook is not set on a waterway hosting regattas, but after five admissions in 2015, the concept of being supported and driven positively forward by professional teams and great people in smooth gliding boats/canoes seems so close to the truth – wonderful teams of medical staff, friends, family and so many others who have helped my during this difficult time. My sincere thanks to you all!

During this medical stay I benefitted from a medical procedure that, hopefully, should allow me to return home on a more permanent basis and resume my life and relationships in a more positive way rather than too often from a hospital bed. I look forward to resuming normal communications and catching up with so many kind people who have contacted me but (offline) I have been unable to respond to. Thank you everyone and looking forward to chatting!

 

LIFE OR DEATH – THE MOMENT OF TRUTH!

Sometimes the moment of truth is not truth at all – at least in the conventional sense. My claim to a 2015 moment of truth was when I died in the corridor of Sunnybrook hospital after being rushed in by ambulance. The moment of truth outcome was determined by superb medical staff that revived me and supported me as I continued to hover between life and death and gradually improved.

Some people asked later what it was like to be technically dead for that short period. I could not respond as I only learned later about what happened. I do not think I saw any white light (as often reported) as I walked from the land of the living to meet my ancestors. I remember nothing except at some point I announced that I could see my mother. That declaration had an eerie effect on my wife and others present, but was not really obscure as my mother often appeared in dreams and these early hospital days in February 2015 (coldest February on record) were dominated by dreams and illusions.

It was a strange experience, particularly at first, hovering between consciousness and the deepest level of sedation and governed by dreams that felt real but were not. The dreams provided, it seems, acceptable explanations about what was happening. They were not reality, but to this day continue to feel real, like an alternative reality that accompanied, protected and strengthened me.

The strangest persistent delusion was about the location of the hospital. It was actually only about 10 minutes from our home, but in my mind it was remote on a waterway that was somehow linked by treaty to Norway and although freezing, still host to water sports at an annual regatta. In an earlier dream flashback, I recalled attending voluntarily on an earlier occasion – an interesting form of authentication. My hospital room (in my mind) was in a towering building overlooking the waterway.

For a considerable time I was not aware that I was in hospital. I generally believed I was located on the waterway mentioned above. The scenarios seemed to start to merge from the time I started to switch from intravenous to solid food. I was introduced to my meal (green, brown and white pureed mounds) by a nurse (real) at one of the outer buildings. I was amazed and believed that this waterway territory must provide free meals to anyone in the region. I asked whether that was true and was only told that I was entitled to free meals. At that point I was not sure how much overlap there was between reality and fantasy, but it all fitted nicely together.

The most disturbing delusion was the link I made between all the medical lines, tubes etc. I was attached to and limitations placed on my movement. In very precise terms the limitations translated into a restricted area of precisely 10 feet square within which I could freely move but not go outside. This was incredibly frustrating as in this alternative reality I could not go where I “needed” to go. Probably why it is not surprising to learn that in those early days, when I was so heavily restricted and medicated, I was fighting constantly and trying to unhook all the attachments and get out of bed.

One aspect I became aware of later was the intense spiritual support that was given to me particularly during the early days. Prayers and blessings and particularly from Christian practitioners and Tibetan Buddhists we have been close to over the years. Whatever the religion, I believe I heard the prayers – another moment of truth – and felt the collective strength steering me. I make no judgment about the relative truth of different religions, but that true caring and messages of love will always be heard. That, at least, is my moment of truth.

Certainly February 2015 was like no other month I had ever experienced. The moment of truth came with extreme consequences (life or death) and thankfully I survived. There are many moments of truth that contributed to the successful outcome. If the ambulance had not been so prompt, revival may not have been possible regardless of the skills of the medical staff. I believe the battle for survival drew on strengths from so many sources, many of which I may never fully understand but will always be thankful.

I cannot thank the staff of Sunnybrook Health Science Centre and St. John’s Cardiac Rehab enough for their support and for dealing so capably with my medical crisis. I thank all those who provided loving and spiritual support. I felt their support and prayers in a very personal and strengthening way.

My personal moments of truth drew on forms of reality (dreams and illusion) that may not have been real but were real, I believe, in mustering all the power available to meet the challenge. Now the weather has improved, I look forward to rejoining life and enjoying normal activities that I took for granted for many years. My moment of truth is the opportunity for a fresh beginning and probably greater appreciation than ever before.

Thank you everyone for helping me face my moment of truth and for supporting my confidence in our international caring society. I look forward to any thoughts and comments you may have.

Ian

 

How Can We Be Prepared? The Smart Way!

24 Jun

I think most people would agree that we have to be prepared for whatever may happen, but that is easier said than done! The way we balance our preparedness makes a major difference in balancing between day-to-day life quality and future consideration. At work it is similar. We prepare by following appropriate studies of our subject, e.g. Human Resources, and ensuring that we understand key principles and how various aspects should be handled and why. We have prepared by learning the theory of our subject, but how ready are we to convince others to follow what we are able to do and be impressed by our interactive demeanor? We have to understand the environment we are working within and people we are working with to be truly effective.

One example of attempting to be prepared, that I remember very well, is when I set-off on my first extended travel journey many years ago. When I look back it is unbelievable how much stuff I decided to take with me. I bought a very large backpack and filled it and had items attached to it including the following:

  • A small tent I bought at the railway lost-property office
  • A suit (Burton’s) in case I found a job in Paris (the official purpose of the trip was to take CII Insurance exams at the Paris centre – more an excuse than true objective!)
  • Foreign language dictionaries, some “Teach Yourself” language books and writing materials
  • A plastic bowl and cleaner in case I had to wash clothes
  • More routine travel stuff and shoes etc.

As you can see, I was well prepared for some specific things, but not really for travel. For example:

  • Apart from some Youth Hostel information I had no travel guides and although there were cities I wanted to visit, I had no idea what I would do when I got there (anywhere!)
  • I had a shortage of day-to-day comfortable clothes, particularly for walking
  • My backpack was so heavy I was bowed over as I walked – I had not considered (sensibly) that I may have to carry my luggage with me while sightseeing

Travel was so different in those days (pre-EU) with no cell phones, electronic devices or internet. Most information I obtained from information booths at train stations or from other travelers. There were also currency restrictions and a maximum of £40 could be taken out of the UK at that time – not that I had much more available!

So, I was very well prepared for things that were unlikely – finding (or wanting) an office job so early in my travels and imagining I would have time to spend learning languages. In contrast, a key pastime became visiting breweries and enjoying free beer and just enjoying the company of other hitchhikers!

My “portability” issue was quickly resolved. I stayed at a Youth Hostel in Suresne (Paris) for a week or so and left most of my luggage there as I set-off towards Yugoslavia. I was certainly more trusting in those days, but when I returned a few months later everything was still there – and I hadn’t needed any of it! On subsequent similar trips I took only a small bag and that was perfect. I had flexibility and comfort and was able to concentrate on what was most important – becoming familiar with other countries and other people some of whom I am still in contact with and influenced my ultimate (so far) move to Canada.

How important do you think it is to plan and thoroughly prepare? Looking back and considering the twists and turns in life – and changed interests – I think it may be more important to became very skilled at recognizing and knowing how to respond to opportunity and sometimes enjoying going in totally different and unanticipated directions. What do you think?

Thank you for your interest. I look forward to any thoughts and comments you may have.

Ian

Considering Goodwin Sands and Critical HR Change!

13 Jun

Not so long ago (maybe 5000 years) there was no sea separating Britain and France and people (presumably) could walk from Dover to Calais and stop for a meal on Goodwin Sands without  the risk of being stranded and drowning.  Today, the Goodwin Sands are a reminder as land, in the middle of the channel, that surfaces only at low tide and allows curious tourists to fleetingly tread where few people choose to tread.

There are no records from that time, but you can imagine the HR challenge when mid-channel people realized their lands were being flooded and had to choose whether to resettle in France or England. Similarly, Personnel had to choose between becoming Human Resources or ressources humaines and enjoying bland or spicy food!

How fast do people respond to major impending change? I understand the water rose gradually so the risk was not of immediate drowning. People did not have to swim to the closest shore, but noticed their lands becoming increasingly submerged and non habitable.

We can imagine that some people of the mid-channel lands, as soon as they recognized that the flooding was unstoppable, sold their belongings for whatever price, studied English or French and left as soon as possible for solid land where they could start again.  Was that smart or was that giving up? It is amazing how many of us will remain until the last moment in adverse circumstances as we are nervous about leaving what we have become accustomed to.

Many people, however, were fighters and would not accept inevitable change.  They built sea-walls, elevated their dwellings to as high as possible and resolved to fight.  Maybe they out-survived their neighbours by a hundred years or so, but having a home increasingly surrounded by water was not really preserving quality of life, but refusing to accept the need for change. We are unlikely to look back with surprise, as humankind still choose to reject reality, e.g. global warming, and cater only to short-term selfish needs with little regard for the future.

Some people refused to accept the changes that were happening and fought on, ignoring until too late the rising water. Maybe they ultimately drowned – maybe they invaded and replaced folks living on higher ground who had prepared better.

How does all this relate to Human Resources – to every aspect of our life?  It is not water that threatens most of us, but in a business environment the unstoppable flow of online information and technological know-how that can make anyone somewhat of an expert on most subjects. It can be as simple as acquiring appropriate technology with the right algorithms to explain what it all means and reach certain conclusions.

We cannot pretend change is not happening and expect our traditional HR way of doing things to endure regardless of the environment. Consider the following:

  • Many traditional HR approaches were based on the limited technological capability that existed at the time and were, of necessity, somewhat simplistic and untimely including, in particular, traditional performance management. Now we have the ability to factor in everything and develop systems, if we desire, customized for each employee and interactive in real time
  • Much HR strategy was based on our expertise on HR subjects (exclusive knowledge) that was not shared by others who were expected to defer to our “expert” HR opinions. Such humility no longer dominates and other function peers can elect to become experts in whatever interests them, based on all the online research materials available
  • Respect for “superiors” can no longer be assumed. This can reflect in family life and at work when different thinking (technologically influenced) of new generations may result in viewing earlier-age bosses and influencers as somewhat out of date, and strict hierarchical organizations (suppressing employees) similarly belonging in the past

We are being flooded by information delivered through the internet, by data collected, sorted and transmitted online and by intelligent programmed machines that can make decisions and interact, train and provide help, better than us, on multiple subjects. Is that the flood we have to be prepared for that threatens to submerge or swallow HR? If so, how can we be prepared and remain as essential to business support as in earlier days? For example:

  • We must expand HR skills consistent with today. We program the machines and make them work for us, but how well do we use them? How well do we instruct them? To what extent do they reflect the culture and needs of our organization or are they largely off-the-shelf purchased items that sound good?
  • Do we tend to try to use new technology, not to develop new approaches but to keep all the concepts, programs and processes we are comfortable with alive, but using a more efficient platform? 
  • On a day-to-day basis do we demonstrate that we can resolve problems (regardless of any technology) using our interactive/analytical HR skills and clearing the way for our business partners to proceed with their priorities without serious impediment?

Like the mid-channel fighter/survivor, we can use all the wonderful modern technology to move forward to achieve better things, rather than simply sustain what is currently in place. What we liked in the past was often the way it was because it was the best we could do, at that time, with the resources available.  We celebrated our progress and glossed over the limitations because there was little else we could do at the time. We were very happy with what we had and can continue to be happy (fulfilled) as we, with open minds, bravely move into the future as an integral part of the new world!

What do you think?  With all our enthusiasm for new technology, have we sufficiently adapted our minds to utilize it to the full potential?  Are we clinging too much to the past?  In the case of the new generations, are we clinging too much to what we are comfortable with in providing leadership although the context may be significantly different? How can we change our thinking?

Thank you for your interest.  I look forward to any thoughts and comments you may have.

Ian

EMPLOYEE RELATIONS – Key to HR Success!

11 Jun

I am proud to be an EMPLOYEE RELATIONS professional – the key to trust, working together effectively and achieving mutually beneficial results!

I have had various impressive HR titles and been associated with more high fallutin aspects of Human Resources, but the magic ingredient, I believe, that holds everything together, is Employee Relations. I should make it clear that although the employees we need to relate to are often quite junior, the same principles apply to relationships at all levels, including senior management.

HR people behind the scenes can work on impressive Human Capital Management programs and initiatives, but it is Employee Relations aspects that will often determine their success.  The same program can be seen as inspiring or can be seen as more HR foolishness depending on the thought, strategy and sensitivity that goes into implementation.  The way it is communicated to management and employees will determine its credibility – whether it is seen more as HRspeak or management  gibberish or whether it is seen as something of value to be thought through and objectively considered.

Employee Relations is not a simple selling process, but more the establishment of an environment where there is trust and confidence about the motives of management when they talk about subjects and initiatives – an environment within which employees feel valued for their contribution and intelligence.

Employee Relations does not have the same acceptance as other HR functions because it is not held together by tangible facts, universally applied strategy or precise methodology and program evaluation techniques.   It is less defined than other aspects of Human Resources and as a result is more challenging for Human Resources people wishing to become Employee Relations proficient.

Employee Relations is key to the success of engagement initiatives.  Employee Relations is critical in Labor Relations – in keeping the relationship between management and bargaining unit employees strongly in place – can make a decisive difference when employees are voting to accept a negotiated package or go on strike.  Employee Relations will determine the effectiveness of our business partnership with peers – our acceptance is not based simply on how smart we are, but how smart we are in projecting our smartness and the way in which we are committed to their (functional peers) interests and working with them.

Employee Relations is the icing on the cake for almost every HR initiative – the add-on to open many doors – ultimately the key to HR acceptance – regardless of whether or not the organization style is employee friendly.

If Employee Relations is so important, how can we become more proficient?  What do you think? There are books and courses, but a very practical approach could be to spend a day, away from the normal hustle and bustle and just think, reflect and try to understand who you are dealing with and communicating with on a day-to-day basis – try to see their needs from their perspective:

  • What is most important to the average employee?  What makes them feel good?  What turns them off?  As an employee, what kinds of things encourage MY buy-in?  To what extent, when I present things to employees, do I present them in a way that would influence me to accept (and be enthusiastic) if I was the person being sold to?
  • As a business partner, how do I want other business partners to communicate with me?  What is most important?  Is the way I approach business partners the way I would want them to approach me?  Am I projecting as an equal partner or a partner providing specific services?  If I present advice about THEIR business, is it the way I would like them to offer me advice about HR?
  • When I address issues with union employees am I communicating to gain their trust and confidence in the company?  Alternatively, am I addressing them as though they are the union and tainting dialogue with negativism and possibly some contempt?
  • When we are handling situation of extreme sensitivity do we ensure that our approach is professional and sensitive while still assuming a leadership role? This could apply to sickness, death, terminations and many different types of conflict and uncertainty that could seriously affect employees if handled badly.

If you have a problem thinking through the concepts outlined above and if they do not make much sense to you, then another approach could be to explore further, possibly with a coach or mentor, someone you respect on Employee Relations matters.  Earning your Employee Relations “badge” could make all the difference between remaining a backroom HR support person (although nothing wrong with that) or, becoming a great HR leader if that is your career goal.

How important do you consider Employee Relations?  What advice do you have for HR people seeking to become more effective Employee Relations practitioners?  Do you believe it is something that can be learned?  I look forward to any thoughts and comments you may have.

Thanks,

Ian

Perchance to Dream! What Does it Mean?

4 Jun

Well, I spent Tuesday night at one of the Toronto Sleep Clinics (Bathurst and Dundas), hooked up to extensive sleep measuring equipment and today, maybe as a result, feel sufficiently motivated to write another post about my medical experiences this year. The referral to the Toronto Sleep Clinic was made when I was discharged by Sunnybrook, as my sleeping habits were not considered particularly healthy. My sleep pattern, for as long as I remember, was to sleep little overnight, frequently work into the night and then early in the morning and during the day possibly have episodes of tiredness. 

I knew nothing about sleep studies until this current experience and was amazed to read that so much information is gathered from an overnight stay that it forms the basis of an 800 page data report that takes four to five weeks to analyze. I can hardly wait for the results!

I had to complete questionnaires before and after my period of recorded sleep and there was a strong link between stress/concerns of the participant and sleep. Questionnaires are interesting. I have completed many and usually face the same dilemma. If there are, for example, one hundred questions/statements to be rated on a scale of 1 to 5, I may be interested in or have strong feelings about one or two, but have little interest in most and rate them all the same – usually positive as that seems a reasonable default if I feel nothing negative.

I have to say that my overnight stay at the sleep clinic was very comfortable with my own room and very attentive and friendly staff to help and encourage. They were able to rationalize the concept of recording the sleep pattern of people with difficulty sleeping, over an 8 hour period, and what I thought would be very difficult – remaining in bed until 7.00 a.m. – was not a problem. I recorded waking up about eight times during the night, but they were just interludes between quiet times and a few nice dreams.

I had to feel comfortable about my every move being watched, listened to, and recorded, and the absence of any privacy, but my other hospital stays in 2015 had prepared me for that. The watchfulness of the staff was particularly demonstrated when after a series of pleasant dreams I sat up to think about them and almost immediately a nurse came in to make sure everything was o.k. 

I recorded in earlier posts how my dreams at the hospital were about alternative reality, changing the situation in quite a nice way. At the sleep clinic, my dreams were more standard (for me) including travel (London, Montreal), collectibles and friendly encounters. The collectibles I dreamt about in this case were medals that somehow connected to a church exhibition (same dream sequence) I attended. Probably I consider dreams about collectibles (not a precise category) as among the most interesting. I may be browsing through old books or photos and find interleaved notes (or other “treasures”), or find an old guitar, or even selections of true collectibles including coins, stamps, books, comics and various antiques. I think my interest is primarily the uniqueness of the dream items and what they represent rather than their value. With an old guitar, I can play it and often better then in “real life” – a real bonus!

In this post, I cannot offer any advice or insight into the sleep assessment process. I received no feedback following the session which is probably not surprising if, as previously mentioned, they first have to review 800 pages of data about me. However, the objectives are important and can be very helpful and the experience is quite pleasant. I look forward to receiving the results of my assessment and the only advice I will give to people considering such a study is not to drink too much in advance as being unhooked from masses of wires and electrodes to be able to go to the washroom (each occasion and then to be re-hooked) can be daunting!

Thank you for your interest. I look forward to any thoughts and comments you may have.

Ian

%d bloggers like this: