In the column 'Nine to five', the author reflects on the overwhelming workload of a manager, Mr. B.'s boss, who constantly vocalizes his busyness. This behavior not only affects his own productivity but also creates an atmosphere of pressure for his team members. They find themselves questioning the necessity of inviting him to meetings due to his habitual tardiness and the stress he imposes on them through his complaints about workload.

As meetings continue, the manager often joins late, providing a perfect illustration of how his perception of being overworked affects the dynamics of the team. The team members are increasingly concerned about the effectiveness of their meetings and the added burden of managing their boss’s anxiety rather than focusing on their collaborative efforts. This situation leads them to doubting whether the quality of their work could improve if their leader could manage his own time more effectively.

The article ultimately suggests that while it is important for a boss to be aware of project statuses, such an overwhelming stress narrative can detract from a supportive team environment. Encouraging managers to handle their workloads better could not only improve their own performance but also enhance the overall teamwork and productivity of the group.