We probably agree that there are plenty of techniques, methods, systems and tricks that allow us to increase our Organization and be more productive. However, there is a Council, sometimes forgotten, that can really increase your productivity and dramatically reduce your level of stress: let say if when you should say NO. In the era of communication it seems normal to be doing several things at the same time (the famous multi-tasking). Even more, if we are service providers seems that us would be natural to answer Yes to all the demands of our customers and potential customers without even making a brief pause to assess if truly we are able to meet your requisition in time and form. Same thing we do with our own activities, objectives and both business and personal plans. We have so many commitments as if to take a few brief minutes to assess our situation, we probably would realize that will be impossible to achieve this.

But what makes us say if when we should say NO? Thus Raposo Estevo responds to this big question: sometimes we commit ourselves to perform tasks, yet knowing in advance that we have little time for them and it is likely that we do not achieve complete them. The result is an overload of work which results in prejudice to our productivity. The reasons to do this (say Yes when we should say that not to accept tasks) can be: search for gratitude. By agreeing to do the work that corresponds to others move forward we are winning their gratitude and acceptance: by get well fall among peers, or impress the boss, can end up accumulating many more pending tasks which we are capable of assuming. Before doing so, it should be thinking that not finish our tasks or do so carelessly and hastily for lack of time, generates disapproval almost immediately. Guilt. When a colleague asks us for help, or we are asked to collaborate on an important project and we are really lacking in time, can assault us feelings of guilt at the thought of having to say: no; However, more. Finally, I invite you to download the text of Hugo Filkenstein, not is not pressing here.