Global travel is now a normal part of corporate life, with many company managers now taking it for granted that their portfolios stretch to faraway shores. Managers are able to nip off to Singapore or Australia for a couple of days and still be back in time for their weekly meeting.
And yet the effects of jet lag on personal performance are rarely admittted openly by the globetrotting executive. When asked for their views, many executives were terse on the subject, others openly hostile, while yet others obviously considered the whole subject too frivolous.
Frivolous it is not. Perhaps it is a stiff-upper-lip culture that stops jet lag being acknowledged as an issue. This may be a mistake, if dismal reports of the health risks of constant long-haul flying are to be believed.