NAPS AT WORK SERIOUS BUSINESS.

Byline: KEN LLOYD On the Job

Q We had a heavy lunch at one of our conferences, and afterward I half- jokingly suggested that it was time for the company to implement a nap policy. One of the vice presidents sneered at me and shook his head, and my own manager made a crack about sleeping on the job. Did I violate some corporate rule? R.C.

A It sounds like some of the top-siders in your company slept through a couple of important developments in management. In the first place, some humor, joking, and even half-joking are important at work, and that's no joke. Secondly, a growing number of companies have awakened to the fact that napping at work is starting to become more acceptable. You can even hear terms such as ``power nap'' being tossed around.

There are studies showing that a brief nap during the day can help the body, the brain, and even productivity. After a nap, it has been found that people are re-energized and able to focus more effectively on their work. With this in mind, a few companies have even put in special rooms for napping during a break.

Additional research is starting to show that napping leads to reduced stress, accidents, and errors. This does not mean that employees should zonk out for an hour or two in the afternoon, but a brief nap of approximately 15 to 20 minutes has been found to be quite effective.

Although you were half-joking about naps, what you were saying was more than a half-truth.

Q We have a new sales manager, and he thinks he knows everything. He has these nasty little suggestions for just about everything we do, and he has poured all this additional paperwork on us. How do we deal with him? W.K.

A It does not sound like your new sales manager has sold himself very well to you or the rest of the team. When managers give constructive suggestions to employees, this can actually be an effective way to coach, guide, and educate. However, nasty little suggestions are an entirely different matter, and they are typically little more than insults, criticism, or blame. Your manager may think he knows everything, but the fact that he takes this approach automatically shows that he does not.

His lack of understanding about the role of paperwork today also points to some gaps in his knowledge of everything. For example, if there is a trend in the amount of paperwork for salespeople, it is pointing toward less. Some companies are using sales software packages, and it is also possible to have all of the administrative aspects of selling handled on the Internet.

Since your new sales manager is into suggestions, you and your associates need to make a few to him. Tell him about the measurable benefits associated with having more two-way communication and discussions with the troops, and suggest to him that he take a look at some of the highly effective alternatives to paperwork for salespeople. If he reacts with more nasty little suggestions, then perhaps you should make a few little suggestions to his manager.

Q Management retained a consultant to help our department run better, but he seems to know nothing about our department's technology, and very little about how to manage. We are open to new ideas, but we haven't heard one yet. This seems like a colossal waste of time and money. Any thoughts? H.R.

A There is an old definition of a consultant as being someone who borrows your watch and then tells you what time it is. Sometimes even this can be a valuable service, but at other times it can simply be a rehashing of old news.

If you truly believe that this consultant does not know what he is doing, you should document the specific incidents that support this belief and discuss them with management. However, it is important to note that there is a consulting strategy in which the consultant tries to draw as much information as possible from the staff, purposely avoiding making any suggestions or recommendations during the process in order to avoid influencing the results. In such a case, it makes more sense to judge the consultant after he has presented his findings, analysis, and recommendations. If the consulting project is anywhere near completion, management may postpone acting on your concerns about him until they have his report in hand.

The larger issue is that the consultant did not establish his credibility with you and your associates at the outset, a time when he also should have clarified the steps, methodology, and objectives of the project. Perhaps the consultant needs a consultant.