text: Sleep Readiness
  CHANGING SCHEDULES
  11-22. Rapidly changing and backward shifting work-rest (duty) schedules exacerbate the problem. Leaders
  should always aim to optimize the Soldier’s sleep to the extent possible given the existing operational
  constraints. Toward this end, commanders consider the following two principles:
  * Strive for consistency for individual Soldiers by rotating shifts no more often than twice per
  month.
  * Always rotate shifts in a forward direction.
  These actions allows sleep to occur later on the new shift than it did on the old shift. Bodies have more
  difficulty adapting to backward shift rotations because that requires earlier initiation of the sleep period. This
  is also why it is easier to adapt to a new time zone (jet lag symptoms are less severe) following westward
  travel across multiple time zones versus eastward travel. It is easier to stay up a little later and sleep in than
  to go to bed earlier and arise earlier in a new time zone. See discussions beginning in paragraphs 11-24 and
  11-30 for strategies to mitigate the adverse effects of changing schedules.
  SOCIAL JET LAG
  11-23. The tendency to stay up later and sleep in later on off-duty days (often the weekends when in
  garrison) commonly results in a phenomenon known as social jet lag. This state of mild sleep restriction
  results from the subsequent need to arise earlier on the first day back to work (for example, Monday following
  a weekend off). The effect resembles that experienced by individuals who experience jet lag after traveling
  eastward across a couple of time zones.
  LEADERSHIP’S ROLE
  11-24. While good leadership is essential for a wide range of unit outcomes, leadership behaviors that target
  sleep can improve the sleep habits of unit members and the unit’s overall sleep culture. Sleep leadership
  behavior includes promotion of sleep awareness and the development and implementation of local policies
  that facilitate the ability of subordinates to practice good sleep hygiene. An example of sleep awareness is
  ensuring that subordinates understand the importance of sleep for health and readiness, as well as the negative
  consequences of sleep loss. Such practices (for example, moving physical readiness training from morning
  to the afternoon or starting the duty day later, both of which allow Soldiers to sleep later) result in improved
  subordinate sleep, enhanced health (reduced sick call and accident rates), and improved unit climate. The
  acronym SLEEP represents the following basic sleep leadership practices:
  * Set conditions.
  * Lead by example.
  * Educate and encourage.
  * Prioritize and plan.
  SET CONDITIONS
  11-25. The S stands for set conditions. Leaders set conditions when they—
  * Strive to create an optimal sleep environment by controlling noise, light, and temperature.
  * Address work-related and other sources of stress for Soldiers that may be interfering with sleep.
  * Implement duty schedules that optimize nighttime sleep and daytime alertness.
  LEAD BY EXAMPLE
  11-26. The L stands for lead by example. Leaders lead by example when they—
  * Serve as role models for subordinates by demonstrating good sleep habits and maintaining healthy
  work-rest schedule.
  * Look for opportunities to show they consider sleep to be a priority for unit. For example,
  emphasize sleep in remarks during Recovery Drills or other unit formations and functions.
  * Remind Soldiers of the importance of sleep.