Interview with sleep scientist Sophie Bostock: “Build in rest to your working life”

Should businesses spend more time thinking about their employees’ shut-eye? Almost certainly, argues an expert

We used to think that insomnia increased with age. That as people got older, their sleep became more fragmented, more elusive. But that’s no longer the case. According to the latest NHS data, sleep problems are now striking hardest not at the end of life—but at its beginning.

“In 2023, 64.9% of young people aged 17 to 23 had a problem with sleep three or more times over the previous seven nights,” says Dr Sophie Bostock, a behavioural sleep scientist and performance coach. “The figure is even higher for young women—74.7%—compared with 55.6% for young men. And of those with a probable mental health disorder, 91% had a sleep problem three or more times in that week.”

The numbers are alarming. But they also reflect a broader shift in the world of work and wellbeing—especially for young professionals trying to find their place in what often feels like an always-on economy.

“I would absolutely suggest that this tendency to be always available—24/7, bombarded by new information and able to connect with people at all times—is putting more pressure on sleep,” Bostock says. “There’s a lot at play, but the link between poor mental health and poor sleep is undeniable.”

So why do so many of us still treat sleep like a negotiable extra?

“One of the biggest misconceptions,” Bostock says, “is that people think they can adapt to short sleep. But all the evidence suggests that what you’re really adapting to is a lower level of performance.”

She’s seen this first-hand, working with CEOs and leadership teams across sectors. “There has been a step change—people are starting to see sleep as a performance-enhancing tool. But when you’re in sleep-deprived mode, your brain is in stress mode all the time. You’re wired. And you don’t realise the impact it’s having on you—until you get a proper night’s sleep. Then you really feel the difference.”

Her message to leaders is clear: don’t just demand more productivity from your teams—create the conditions for them to perform. The benefits of good sleep extend across every aspect of performance: “In decision-making, for example, we’ve seen studies showing that investment professionals are more prone to irrational decisions when they’re sleep-deprived. After the spring clock change, when we lose an hour of sleep, there’s actually more turbulence in the market,” Bostock says. “When people are well rested, they’re able to take in the full context and make better judgments. When they’re tired, the brain just gets lazy.”

It’s not just decision-making that suffers. Creativity, leadership, communication—these are all impacted by sleep, or the lack of it. Bostock adds: “REM sleep—what we get more of in the early morning hours—is critical for innovative thinking. That’s when your brain makes those ‘out of the box’ connections. Miss out on that, and your creativity drops.”

For leaders, the stakes are even higher. “Sleep-deprived leaders are more prone to bullying,” Bostock notes. “They’re less patient, more authoritarian. But when they’re well rested, they show more charisma, more empathy. That links directly to communication. It’s a huge difference.”

Not all sleep deprivation is chosen. Sometimes, it’s baked into the working day—especially for younger staff.

“There’s research suggesting that early birds—people who are naturally up and alert in the morning—tend to discriminate against night owls,” says Bostock. “They expect everyone to be productive at 8 or 9am. But for many people in their late teens or early twenties, their natural chronotype is delayed. Their body clocks are two hours behind the average working adult.”

In other words, what looks like laziness might actually be physiology. “Younger people are often much more alert later in the day—but they’re being forced to perform in the early morning, when their brains aren’t at their best.”

Changing this isn’t just about individual habits. It’s about organisational culture.

Bostock breaks it down into three areas: education, culture, and clinical support.

“I often start with education,” she says. “Even a one-hour webinar can have an impact on people’s sleep patterns. But it’s much more effective when supported by a workplace culture that values sleep.”

That starts with leadership. “What do your managers do? Are they sending emails out of hours? If so, their teams will, too. There’s research suggesting that sleep-deprived leaders create sleep-deprived teams—and those teams are less engaged.”

Even small changes can make a difference. “If you’re working late, that’s fine. But don’t send the email at midnight—schedule it to go out at 8am. And don’t expect people to check in on holiday. Some companies even delete emails sent to staff on leave.”

Respect for time zones is another underestimated issue. “So many meetings are booked without thinking about where the other person is. Asking someone to join a Zoom call at 7am or 9pm might be practical for you—but it’s a form of sleep theft for them.”

The result is a culture of chronic burnout.

For individuals, especially those in high-pressure roles, boundaries are essential.

“The ones who do it successfully are really strict. Aim for that 80/20 rule. What’s your norm—and what are the rare exceptions where you flex it? Because if you say, ‘I finish work at five,’ but you’re working until eight most nights, then that’s your real norm.”

If that sounds overwhelming, start small.

“Just choose one day a week where you’re going to switch off at a fixed time—say 6pm—and structure your day around protecting that time. Once you can manage one day, build from there.”

It’s also about creating white space. “Don’t schedule meetings back to back from 9 to 6. Build in rest. Go, rest, go, rest. The more you practise relaxing during the day, the better you’ll sleep at night.”

One of the paradoxes of sleep is that knowing how important it is can make things worse.

“There’s more phone addiction among young people, yes—but there’s also more awareness of the importance of sleep. And that sometimes leads to sleep anxiety. People worry about not getting enough sleep, and that anxiety fuels insomnia.”

This is particularly challenging for Gen Z and Millennials, many of whom already face higher levels of anxiety and mental health conditions. “It becomes a vicious cycle: poor mental health leads to poor sleep, which then worsens mental health.”

So what’s the answer?

“It’s about education and empowerment, but also self-compassion. If you worry too much about your sleep, it’s going to get worse. So give yourself some slack. Aim for doing the right things 80% of the time, and accept that sometimes it won’t go to plan.”

Bostock’s own wake-up call came the hard way.

“I fooled myself into thinking I was functioning fine on little sleep. I used to work late until something was done. And then one day, I had a climbing accident—because I was sleep deprived.”

That moment changed everything. “I realised that if I wanted to finish something, I needed to go to sleep. Then I’d have the cognitive power to actually do it. Now, I have a sleep-first mentality. Sleep is not just about recovering from the day—it’s about preparing for success.”

Her message is simple, but powerful: “Start with sleep. Then perform. Then recover. And repeat.”