text: Chapter 11
  EDUCATE AND ENCOURAGE
  11-27. The E stands for educate and encourage. Leaders educate when they—
  * Establish a good sleep culture in the unit and ensure that subordinate leaders are also engaging in
  good sleep leadership.
  * Encourage Soldiers to look for signs of sleep problems regularly.
  * Ensure all Soldiers have access to information on effective sleep habits.
  * Give Soldiers permission to nap when circumstances allow, and encourage naps when appropriate,
  especially during continuous operations.
  PRIORITIZE AND PLAN
  11-28. The P stands for prioritize and plan. Leaders do this when they—
  * Ensure Soldiers have enough time to attend to their personal matters while still getting sufficient
  sleep.
  * Are aware of the challenges of shift work and continuous operations, and implement schedules
  that mitigate their negative effects on performance and health.
  * Think of sleep as an item of logistical resupply, like beans and bullets, and plan accordingly. That
  is, schedule enough time for Soldiers to get sufficient (or even extra) sleep before—and recovery
  sleep after—all missions.
  * Consider having Soldiers perform less complex tasks in the early morning before 0900 and more
  complex tasks in the late morning and early afternoon.
  11-29. Sleep is essential to health and readiness. To optimize Soldiers’ alertness and performance, leaders
  maintain as consistent and regimented a sleep-wake schedule as possible (optimize sleep timing) with an
  adequate amount of sleep opportunity (optimize sleep duration). Leaders also ensure that the sleep-wake
  schedule conforms as closely as possible to the brain’s natural circadian rhythm to optimize both duration
  and quality of sleep.
  PLANNING FOR PERIODS OF INSUFFICIENT SLEEP
  11-30. Effective leaders consider sleep an item of logistical resupply like water, food, fuel, and ammunition.
  Planning for sleep in training and tactical environments is a leader competency. Sleep management optimizes
  Soldiers’ performance in austere conditions. Sleep is a force multiplier. In healthy persons, there is no such
  thing as too much sleep. The goal in all operational scenarios should always be to maximize sleep duration
  because more sleep always results in greater alertness, resilience, and mental acuity—greater readiness.
  OVERALL STRATEGY
  11-31. When mission requirements do not allow for adequate sleep, the goal becomes twofold: to optimize
  alertness and performance during waking periods to the extent possible and to maximize the ability of
  Soldiers to take advantage of any opportunities for sleep that do occur. Factors that determine the extent to
  which alertness and performance are impacted by sleep loss include:
  * Individual differences in sensitivity and resistance to the effects of sleep loss.
  * Individual sleep history—those who habitually sleep more tend to be more resistant to sleep loss.
  * Length of continued wakefulness—the longer the period of sleep loss, the worse the performance.
  * Time of day or night—the brain’s circadian rhythm of alertness exacerbates the effects of sleep
  loss during the early morning hours, and partially mitigates the effects of sleep loss during the
  daytime or early evening hours.
  INDIVIDUAL DIFFERENCES
  11-32. No one can maintain alertness and performance indefinitely without sleep, but some individuals are
  more impacted by sleep loss than others. Individual differences are determined by both genetics and sleep
  history or habitual sleep duration. A Soldier’s sensitivity versus resistance to the effects of sleep loss cannot