AccessDermatology Access Dermatology

We will now show the other side of the coin: the stance taken by executives "who DO NOT have time" and who remain under the influence of the agitation of the day before, that is, executives who are busy doing now what should have already been done, and therefore become anxious and stressed over all the pending work.
Stress, in this case, is not a consequence of the great amount of work already accomplished, but of the awareness of what still remains to be done. People who do not have time usually have certain characteristics, such as irrational frenzies, are constantly and uncontrollably moving to and fro, act precipitately, make superficial analyses and, thus, increase the risk of making mistakes.
As a result, they use more time than is necessary. These people work on an "urgent" basis, which does not necessarily coincide with what is important.
Experience teaches us that urgency is a consequence of two things, among others: 1) of the important tasks we did not do and therefore become both important and urgent, or 2) of simple emotional breakdowns, due to internal or external causes. Fear, anxiety, or not knowing how to work or act under pressure result in urgencies.
Finally, there are people who always tend to do more instead of doing what is necessary. The danger of hyperactivity is that one is always moving about for no other reason than the mere act of moving about. At times, it is very important to have nothing to do and, instead, have the time to think, make plans or simply enjoy having nothing to do. When someone has a couple of free hours and is not capable of enjoying them, or of using that time for other things, simply because he feels bad and lost with the unexpected free time, this person has a problem. The problem is that, usually, the person is caught in the trap of hyperactivity.